Five ways to manage the team of tomorrow

How to deal with Facebook, working from home and being the boss of the future

Until now, the basics of managing employees have been fairly straight forward: a quick glance across the office should be able to tell the boss whether the team are earnestly tapping away on keyboards - or gathered around the coffee machine gossiping.

But as remote working, Twitter, Facebook and the millennial generation all reshape the workplace in different ways, so managers will need new skills to make sure they are able to keep their teams motivated and efficient. runs through some of the issues facing the boss in the office of the future.

Managing - and trusting - remote workers
As technology to enable remote and home working becomes more widespread, daily face-to-face contact between managers and staff will become a less common occurrence. Managers therefore will need to adjust to dealing with workers who they might only meet up with occasionally.

Person using laptop on the beach: remote working will become more commonplace in future

People working away from the office will become more commonplace meaning managers need to change the way they manage
(Photo credit: Shutterstock)

On the plus side - for managers at least - remote workers could mean more productivity if they work longer hours with the daily commute being taken out of the equation. But Gartner analyst Steve Prentice warns the main challenge for managers will be working out how to monitor people when they're working out of the office.

"A lot of current management practice and experience relates to face-to-face, in situ management - 'I see you all working therefore you are working, you're at home, you're obviously not working'," he said.

Managers need to work out how to encourage people to collaborate more effectively when working in different locations and motivate them to work as they would in the office.

"Management techniques and management recording methods need to be changed. Unfortunately a lot of management is still based on measuring the things we find easy to measure as opposed to those things that we actually want to measure to encourage the behaviour that we want," Prentice said.

Vanessa Robinson, head of HR practice development at the Chartered Institute of Personnel and Development (CIPD), said managers will also need to be happy with managing people remotely. Part of this will be...