Virtual meetings complement, and sometimes replace, face-to-face meetings. When supported properly, virtual meetings can be interactive, engaging and build camaraderie. Without the proper knowledge, skills or attitude, a virtual meeting program will be unsuccessful.
As a pioneer in this space dating back to 1998, I have used virtual meetings in numerous industries. We started delivering virtual training sessions in 1998; we built the first meeting management team, including virtual meetings, in 2002. Virtual meeting program success requires a combination of:
- gaining leadership support;
- understanding employee motivators; and
- implementing the appropriate technologies.
Clients often ask, "If we build it, will they come?" The answer is, "No, if you are only providing the technology" based on my career in technology, performance improvement, travel and meetings. Technology is the enabler, not the Solution.
Current virtual communication technologies are not desirable, in lieu of travel, for numerous reasons. Many experts consult on the technologies; few consult on employee behaviors and motivation.
Consider the eight motivating factors for changing employee perception and behaviors when implementing a virtual meeting program. These motivators, and remedies to change behavior, are described below. If these eight motivating factors prevent travel reduction, then select the appropriate remedies to change behavior.
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Common motivators that may derail a Virtual Meeting Program | |
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Motivator: Job Performance | |
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Description |
Remedy |
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Employees believe that: · Building relationships increases camaraderie thereby enhancing job performance · Participating in person will enhance visibility thereby enhancing job performance · Participating in face-to-face meetings is highly valued and considered "achievement" · Leading or participating in new project or initiative requires face-to-face meetings |
· Change performance metrics to encourage "less travel" · Encourage virtual relationships · Modify communications · Scrutinize travel requests with strict approvals · Improve policy · Modify project expectations to increase virtual meeting usage |
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Motivator: Knowledge | |
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Employees are: · Uninformed about current technologies and why to consider them · Unaware that higher quality tools will enhance the experience · Uninformed about the cost of using technologies |
· Increase communications and marketing efforts on virtual communications technologies applicability |
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Motivator: Skills |
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Employees are: · Uneducated on how to use technologies · Unsure of the process to reserve the technologies · Less confident in abilities to prepare content to fit virtual delivery |
· Provide training and support |
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Motivator: Social | |
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Employees believe that: · Customs, ethical, religious and other social reasons may encourage face-to-face presence rather than virtual methods · First meetings often require face-to-face meeting to build camaraderie |
· Provide support and leadership expectations that second meetings and follow up meetings should be conducted using virtual communications technologies · Set clients expectations by helping both traveler and clients save money by additional use of virtual communications tools. |
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Motivator: Environmental | |
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Employees believe that: · Internal content, technology and logistics support may not be available · Time zones may affect available technology support during meeting time · The organization is offsetting travel carbon footprint |
· Provide support structure to assist with process, reservations, virtual communication choices, content creation to match format, and technical support. · Use carbon footprint as a change management driver that is acceptable to clients, government agencies and private sector |
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Motivator: Political | |
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Employees believe that: · International, national, regional and local laws and any aspect of the political environment might influence the initiative. An example may be that a face-to-face class is needed to fulfill a continuing education requirement and a virtual communication tool is not a viable replacement |
· Determine the travel requirements during the budgeting process for travel activities · Determine essential, versus non-essential travel and communicate to all employees |
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Motivator: Attitude | |
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Employee: · Perception about the technology quality, content delivery, purpose or experience may affect the willingness to accept change within the environment. |
· Develop a change management plan including incentives, communications, training, and leadership expectations. |
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Motivator: Compensation | |
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Employees believe that: · Traveling increases take-home pay · Traveling increases rewards and perks that can be used for personal travel · Traveling is an entitlement and one of the reasons for working at the organization |
· Require supplier receipts (hotels, transportation) · Require per diem pay-backs if monies are not used · Incorporate corporate credit card program for travel expenses · Strategically source hotel and other transportation suppliers for improved discounts; require compliance to preferred suppliers · Modify pre-hire perceptions about travel opportunities |
Understand employee motivators in order to build a virtual meeting program. Buying new technology will not ensure program success without addressing all of the employee motivators and remedies.
If you want help building your virtual meeting program, contact me.
Debi Scholar, CMM, CMP, CTE, CTT
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