Cultivating a shared understanding of business goals and how they will be achieved across the virtual team, promoting goal-directed behaviour and higher levels of engagement, motivation and job satisfaction;
Focusing each virtual team member on the results that he or she is expected to contribute to the team’s business goals, enabling them to self-assess and monitor their own progress;
Enabling managers/supervisors to promote cohesion and facilitate collaboration across virtual teams by identifying and making explicit in performance agreements team members’ interdependencies;
Mandating (and providing a mechanism to track) the provision of ongoing feedback by managers/supervisors and their monitoring of employees’ progress in achieving performance expectations;
Optimizing the use of workplace technologies, including by identifying needs and issues concerning the employee competencies required to use them, for effective collaboration in virtual teams and the achievement of business goals; and
Over time, producing performance trend data that can be used by senior management to help determine whether for certain aspects of program operations or specific types of projects virtual teams are appropriate, or whether co-location may be a better option, and what configuration of experience, skills and competencies make the most effective virtual teams.
