The Challenges of Today’s Way of Working with Global Talent

One of the most common issues when managing global teams is the lack of a structured performance management system. Remote workers often feel like they are operating in silos, leading to disengagement and a sense that their contributions are not recognised. 

Without clear metrics and consistent feedback, employees may struggle to understand how their performance aligns with company expectations, which can further impact motivation and efficiency. Effective performance management systems,  according to a study, include metrics for both behaviours and results, evaluating individual and team performance alike (Herman Aguinis, et.al., 2012).

Effective collaboration can be a challenge when team members are spread across different time zones and regions. Global teams struggling with remote communication often lack the systems, processes, or culture for clear documentation. To avoid this, proper and meaningful communication strategies are essential. 

What constitutes a meaningful conversation then? According to a Gallup study, meaningful feedback sessions involve recognition, discussion about collaboration, goals and priorities, and the employee’s strengths. Implementing these communication strategies can bridge gaps, build stronger team relationships, and ensure that even in fragmented settings, collaboration remains productive.

The number of remote workers who felt a connection to the purpose of their organisations dropped to 28% from 32% in 2022—the lowest level since before the pandemic, according to a new survey.

In many distributed teams, there is often a disconnect between what the company stands for and how it’s communicated to global talent. This challenge is exacerbated by distance and cultural differences. 

Lone working refers to situations where employees work in isolation, without direct oversight or immediate supervision. This is a common scenario in remote work and multiple labour laws are in place for guidance in this kind of set-up.

Lone working is a significant challenge for remote employees, who often find themselves working independently with minimal direct interaction with colleagues. This isolation can lead to feelings of loneliness, disconnection from the team, and reduced motivation.

The pressure to show that remote employees are working can lead to a phenomenon known as “productivity theatre”—where workers focus more on appearing busy than on actual productivity. 

Leaders are increasingly struggling with the issue of “productivity theatre” in remote teams. A survey from Visier with 1,000 respondents, revealed that nearly half (43%) of employees spend more than 10 hours a week on tasks designed to create the illusion of productivity. This can be detrimental to both individual performance and overall team efficiency.

Building strong manager-employee relationships is crucial for fostering trust, accountability, and engagement. However, physical distance makes it challenging for managers to connect with their remote team members on a personal level. 

This challenge is further compounded by negative perceptions of remote work among some leaders. According to new research released by SHRM, many leaders express a preference for onsite staffing, revealing their scepticism toward remote work. These negative perceptions can strain relationships between managers and remote employees.

A survey by Catalog and GitLab revealed that 54% of the 2,000 respondents feel pressured to stay online at specific times during the day, rather than being encouraged to focus on their actual output—further fueling the rise of digital presenteeism.

Closely linked to productivity theatre, digital presenteeism is when remote employees feel the need to be constantly online to prove their commitment, even outside their regular working hours. This pressure to always be available can create unhealthy work habits, leading to burnout and reduced job satisfaction. Over time, digital presenteeism can erode employee well-being and may lead to fatigue.

Ensuring that all employees, regardless of their location, comply with local labour laws and company policies is another major challenge for global teams. Several multinational corporations, according to a survey from PWC, encounter challenges in risk management as a result of inconsistent labour regulations across different countries. 

Onboarding remote employees often lacks the personal touch and immersive experience that in-office employees receive. Without face-to-face interaction, new hires may feel disconnected and overwhelmed, especially if the onboarding process is not well-structured or engaging. 

This challenge is further proven by a Paychex survey revealing that, only about half of all new hires (52%) feel satisfied with the onboarding experience at their current job. This dissatisfaction can lead to slower adaptation, reduced productivity, and an increased likelihood of turnover.

Many companies implement tools and systems that are not suitable for distributed teams, leading to inefficiencies. When organisations fail to carefully assess the specific needs of their remote workforce, they may choose technologies that do not integrate well with existing processes or that are overly complex for the tasks at hand. 

As a result, employees may struggle to adopt these tools, leading to frustration, miscommunication, and reduced productivity.