Making Virtual Teams More Effective

The SHRM Foundation sponsored two recent studies on virtual teams. Dr. Ben Rosen of the University of North Carolina led a study on Training for Virtual Teams. Dr. Sumita Raghuram at Fordham University headed research on Human Resource Management in International Virtual Systems.

Key Findings and implications for practice: Training for Virtual Teams
Use of virtual teams is expected to grow; however 80% of respondents reported that top management does not put a high priority on virtual team training. Over 60% of respondents reported that no specific virtual team training was provided, and only 2% responded that “extensive virtual team training” was provided. Within the organizations that did provide some training, 70% of respondents rated the training as ineffective or only slightly effective.

• Virtual team training must get top management buy-in to truly be viable.
• Training is most effective if it is provided before teams are formed.
• Training team leaders on fundamental team leadership should be combined with modules on the use of technology to maximize communications.
• Team members should participate in team building sessions and also receive training on virtual technology, communications, and team structure and rules.

The quality of team leadership is very important to establishing team trust and knowledge sharing.

• Team leaders need to clearly define team objectives and rules of participation.
• Leaders should identify team members’ roles and responsibilities, and then select team members accordingly.
• Team members should receive appropriate training.
• Team leaders should inform team members’ on-site managers about team tasks and structure to help avoid priority conflicts with members’ onsite work.