Trianna Newton, Regional VP-APAC, Dale Carnigie & Associates Inc, New York discusses the need for organisations to effectively manage the "human" aspect in today's highly digitised corporate scenario

How can companies manage the "human" aspect in today's technology-driven world and ensure relationships are still maintained in the face of digitisation?

People are still people. What has changed is the "context". The situations and environment where we apply various human relations strategies is different than it was hundred years or even five years ago. Effective companies recognise this condition and that their most valuable asset is still their people, not their technology. The technology exists to serve their people and they leverage technology where it can support the connection and performance of their teams. These companies keep a close eye on employee engagement to have a real pulse on people "connectivity". That says that they have prioritised the "human" aspect and this is a strategic intent not a short term initiative. They embrace social media and communication tools that foster collaboration and give people frequency of contact but they are also adept at limiting technology that is a barrier to engagement.

Which style of team-management do you think has an edge - human or digital?

This will continue to be the source of much debate! It is likely to change over time, but right now, face-to-face does have an edge over virtual. There is still a strong leaning toward a conventional workplace and we probably don't readily have the technology available that gives a virtual worker seamless connection and integration with their team and external clients. Those companies that have virtual team members understand the benefits of expanding their talent pool, harnessing time that was used for commuting for greater productivity and having team members closer to their clients. As a collective today, Gen Y is going to challenge the notion of working 9-5, face-to-face in a traditional workplace because they have a digital DNA. They have strong biases towards efficiency through technology and they measure work through outcomes and results versus time spent at the office. In a few years, they will represent the significant generational force in our work culture, so a further digital transformation is certainly in our destiny.

Do you think managers can lead effectively, even though the "physical" aspect is missing?

Absolutely. The key lies in how you replicate conventional practices in a virtual setting and this is where technology can really be of assistance. Adopting features like video-conferencing softwares and equipments for team meetings will simulate a live environment. The use of instant messaging and texting amongst employees should be encouraged for quick responses and updates. Of course, you do need to weave in physical team meetings wherein one can bring that team together purely for team-building and planning.

With working patterns turning virtual, how can team leaders ensure productivity?

Find creative ways to connect the team regularly and build engagement. I know of a global team that had a virtual holiday party on line because their people are located all around the world. Also, some of your teams might work better with less structure and routine and will be working at 1am in their home office and be highly productive. Others will have peak performance when they have a more traditional work schedule. If you understand the best individual work situation for your team member and design to their needs, you will get their personal best. Today, I see many companies taking advantage of their Gen Y and X team members to do one-on-one or group coaching with Boomers to foster acceptance of technology and having those team members digitally competent and comfortable.

- Viren Naidu

The writer can be reached at viren.naidu@timesgroup.com