The Hindu Business Line : When teams are virtual

Today, more than ever before, the work environment is virtual. The globalisation of trade and industry is resulting in the growth of geographically dispersed teams that work across time zones, space and all possible boundaries.

India as the lead offshore destination is directly concerned with this phenomenon. Low labour costs and talent access have helped keep the country high on the BPO radar. But how prepared are we to continue to lead in this domain? Our global ambitions could be eroded if we do not address the ‘soft skills challenge’ for it takes but an ant to trouble an elephant.

So what are the real challenges that we face in a virtual work environment? We have identified three factors that exacerbate the efficiency of virtual teams. These are discussed below:

Communication challenges

For most virtual teams, English is the second language (ESL); its comprehension can often be exhausting. Global Adjustments in its training interactions has found that for those for whom English is not the mother tongue, communicating through e-mail is often preferred to direct phone interactions. The possibility of confirming and of cross-checking with more experienced colleagues makes e-mail a vital tool in cross-cultural ESL communication. However, there is often friction between the direct and the indirect communication styles, with Indians preferring to first give context and then come to the point, whereas Western communication generally comes to the point, giving context if required. Consider this e-mail:

Sheela,

I need this document. Send this to me today please.

Sarah

Many such e-mails seem offensive and blunt to us. ‘Dear Sheela’ is less abrasive and the ‘thanks and regards,’ with which we often end our e-mails, although a mere formality, seems respectful and less of an order.

Another classic direct communication statement which frequently raises our hackles is “Does this make sense” whereas we would tend towards the more polite and indirect “If you need any clarifications please do get back to me…”

Virtual teams are often bereft of important information contained in the non-verbal, and need to therefore over communicate rather than under communicate. The use of simple, clear structures; active verbs rather than the passive; and the repetition of key ideas and concepts can ensure accurate interpretation among members of a virtual team.

Cultural interference

We have identified ‘cultural interference’ as the critical factor along with communication in the successful working of virtual teams. Team synergy often gets diluted when work spans global borders. Virtual teams are not the close-knit, family-like structures co-located teams are, especially in India. They are task-focused and relationships are incidental, especially since changes in tasks and roles is frequent and flexibility of utmost importance.

Consider this example: Europe is notorious for its personal and professional divide. In India, these overlap easily and weekends are not out of bounds for work. In Europe, generally, weekends are sacrosanct. “They disturb us when they need to, but we cannot disturb them during the weekend,” is a reproach we hear often enough.

Organisational processes

The interpretation of organisational processes differs from location to location. The reporting structure is often very dispersed and you can have a team member in Bangalore reporting to someone in Geneva. This dispersed hierarchy can heighten the sense of isolation, not because one is unable to adapt to new technologies or understand a new assignment, but because the sense of trust and relationship is lacking. We Indians thrive on relationships and the task is inherent.

So what are the ‘soft’ strategies to work effectively in virtual teams? Some that we have found effective are:

The need to understand the culture and lifestyle of team members located across the globe. Sharing the inconvenience of conference calls at odd hours so that members feel valued and respected is one such example.

The need to pay attention to both the task and team dynamics.

The need to clarify roles, processes and reporting lines.

The need to inform all members of progress on a project so that they have a shared vision and purpose.

Build trust and nurture relationships.

Be aware of the challenges of using English as a second language.

The virtual work environment is here to stay. It’s how real we can make it that matters.

(The writer is Senior Manager, Cross-Cultural Services, Global Adjustments, a relocation and cross-cultural services company. She can be contacted at globalindian@globaladjustments.com)

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