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SHRM Survey Findings: Virtual Teams July 13, 2012.

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Presentation on theme: "SHRM Survey Findings: Virtual Teams July 13, 2012."— Presentation transcript:

1 SHRM Survey Findings: Virtual Teams July 13, 2012

2 Virtual Teams ©SHRM 2012 Definitions  Virtual teams: A group of individuals who work across time, space and organizational boundaries and interact primarily through electronic communications.  Project teams: Temporary teams whose members belong to different groups or functions and are assigned activities for the same project.  Action teams: Teams brought together for brief performance events that require improvisation and performance in unpredictable, novel environments and circumstances.  Service teams: Teams that use technology to generate products or services in assembly/manufacturing, maintenance, construction, mining, commercial airlines, sales and other industries.  Quality control teams: Teams that identify products, services or processes that do not reach an organization’s minimum specified standards of quality.  Top management teams: Teams of individuals at the highest level of organizational management who have the day-to-day responsibilities of strategy/mission planning. 2

3 Virtual Teams ©SHRM 2012 Key Findings  Are organizations using virtual teams? Almost one-half of organizations (46%) use virtual teams in their workplace. Organizations with multinational operations are more than twice as likely (66%) to use virtual teams compared with organizations with U.S.-based operations (28%).  Why do organizations use virtual teams? Of organizations that use virtual teams, approximately one- half use them to include talent in different geographic locations (53%) and to boost collaboration among employees in different geographic locations (49%). Other reasons for using virtual teams include improving productivity (39%), minimizing costs for travel (39%), and collaborating more across global business units because work projects are becoming more global (37%).  What are the most successful teamwork behaviors resulting from the use of virtual teams? Nearly three-quarters of organizations (72%) indicated that brainstorming solutions for problems or issues was the most successful behavior for virtual teams, followed by setting goals for team initiatives or projects (68%) and developing plans for team initiatives or projects (63%).  What are the obstacles that prevent virtual teams from being successful? About one-half of organizations reported that building team relations (51%) and time differences (49%) were the top challenges for successful virtual teams. Organizations also indicated that additional challenges to using virtual teams were distribution of work (32%), differences in cultural norms (26%) and leadership of these types of teams (25%). 3

4 Virtual Teams ©SHRM 2012 4 Does your organization use virtual teams? Note: n = 335. Respondents who answered “Don’t know” were excluded from this analysis.

5 Virtual Teams ©SHRM 2012 Does your organization use virtual teams? Comparisons by Organization Sector Publicly owned for-profit (50%) Privately owned for-profit (46%) >Government agencies (9%) 5 Comparisons by organization sector Publicly owned for-profit and privately owned for-profit organizations are more likely than government agencies to use virtual teams. Note: Only statistically significant differences are shown. Comparisons by Organization Sector Multinational operations (66%)>U.S.-based operations only (28%) Comparisons by organization operation type Organizations with multinational operations are more likely than organizations with U.S.-based operations to use virtual teams.

6 Virtual Teams ©SHRM 2012 Why does your organization use virtual teams? 6 Note: n = 137. Only respondents whose organizations use virtual teams were asked this question. Percentages do not total 100% due to multiple response options. Percentage To include talent in different geographic locations53% To boost collaboration among employees in different geographic locations49% To improve productivity (i.e., spend less time on commuting/travel)39% To minimize costs for travel39% Work projects are becoming more global (i.e., greater need for collaboration across global business units) 37% To allow for greater flexibility for employees28% Emerging technological advancements (i.e., improved technology that makes virtual work easier) 26% Other5%

7 Virtual Teams ©SHRM 2012 Why does your organization use virtual teams? Comparisons by Organization Sector Multinational operations (53%)>U.S.-based operations only (23%) 7 Comparisons by organization operation type Organizations with multinational operations are more likely than organizations with U.S.-based operations to use virtual teams because their work projects are becoming more global (i.e., greater need for collaboration across global business units). Note: Only statistically significant differences are shown. Comparisons by Organization Sector U.S.-based operations only (54%)>Multinational operations (26%) Organizations with U.S.-based operations are more likely than organizations with multinational operations to use virtual teams to improve productivity (i.e., spending less time on commuting/travel).

8 Virtual Teams ©SHRM 2012 For what formal or informal capacities does your organization use virtual teams? 8 Note: n = 137. Only respondents whose organizations use virtual teams were asked this question. Percentages do not total 100% due to multiple response options. An asterisk (*) indicates that this response option was developed from open-ended responses. Percentage Project teams79% Top management teams52% Action teams47% Service teams37% Quality control teams25% Other capacities (e.g., conference calls, training)8% Other teams*7% Do not use virtual teams in any of the above capacities1%

9 Virtual Teams ©SHRM 2012 What are the most successful behaviors for virtual and on- site/traditional face-to-face teams in your organization? Note: n = 112. Only respondents whose organizations use virtual teams were asked this question. Percentages do not total 100% due to multiple response options. Respondents were asked to select the top five options. 9

10 Virtual Teams ©SHRM 2012 What are the most successful behaviors for on-site/traditional face-to-face teams in your organization? Comparisons by Organization Sector U.S.-based operations only (32%)>Multinational operations (15%) 10 Comparisons by organization operation type Organizations with U.S.-based operations are more likely than organizations with multinational operations to indicate monitoring the performance of other team members as one of the most successful behaviors for on-site/traditional face-to-face teams in their organization. Note: Only statistically significant differences are shown. Comparisons by Organization Sector U.S.-based operations only (61%)>Multinational operations (40%) Organizations with U.S.-based operations are more likely than organizations with multinational operations to indicate brainstorming solutions for problems or solutions as one of the most successful behaviors for on-site/traditional face-to-face teams in their organization.

11 Virtual Teams ©SHRM 2012 What are the most challenging behaviors for virtual and on- site/traditional face-to-face teams in your organization? Note: n = 112. Only respondents whose organizations use virtual teams were asked this question. Percentages do not total 100% due to multiple response options. Respondents were asked to select the top five options. 11

12 Virtual Teams ©SHRM 2012 What are the most challenging behaviors for virtual teams in your organization? Comparisons by Organization Sector U.S.-based operations only (54%)>Multinational operations (34%) 12 Comparisons by organization operation type Organizations with multinational operations are more likely than organizations with U.S.-based operations to indicate maintaining team morale during initiatives or projects as one of the most challenging behaviors for virtual teams in their organization. Note: Only statistically significant differences are shown.

13 Virtual Teams ©SHRM 2012 What are the top challenges to the success of virtual teams in your organization? 13 Note: n = 106. Only respondents whose organizations use virtual teams were asked this question. Percentages do not total 100% due to multiple response options.

14 Virtual Teams ©SHRM 2012 What are the top challenges to the success of virtual teams in your organization? Comparisons by Organization Sector Multinational operations (60%)>U.S.-based operations only (38%) 14 Comparisons by organization operation type Organizations with multinational operations are more likely than organizations with U.S.-based operations to indicate time difference as a top challenge to the success of virtual teams in their organization. Note: Only statistically significant differences are shown.

15 Virtual Teams ©SHRM 2012 Demographics: Organization Sector 15 Note: n = 296. Percentages do not total 100% due to rounding.

16 Virtual Teams ©SHRM 2012 Demographics: Organization Staff Size 16 n = 297

17 Virtual Teams ©SHRM 2012 Demographics: Organization Industry IndustryPercentage Health care and social assistance18% Educational services17% Finance and insurance13% Manufacturing11% Public administration9% Professional, scientific and technical services8% Transportation and warehousing6% Accommodation and food services6% Arts, entertainment and recreation5% Administrative and support and waste management and remediation services4% Information, publishing industries3% 17 Note: n = 301. Percentages do not total 100% due to multiple response options.

18 Virtual Teams ©SHRM 2012 Demographics: Organization Industry (continued) IndustryPercentage Construction of buildings; heavy and civil engineering construction; specialty trade contractors 3% Retail trade3% Agriculture, forestry, fishing and hunting2% Religious, grant-making, civic, professional and similar organizations2% Utilities2% Wholesale trade2% Repair and maintenance2% Real estate, rental and leasing1% Mining1% Management of companies and enterprises1% Personal and laundry services1% 18 Note: n = 301. Percentages do not equal 100% due to multiple response options.

19 Virtual Teams ©SHRM 2012 Demographics: Other 19 U.S.-based operations only73% Multinational operations27% Single-unit organization: An organization in which the location and the organization are one and the same. 21% Multi-unit organization: An organization that has more than one location. 79% Multi-unit headquarters determines HR policies and practices. 50% Each work location determines HR policies and practices. 2% A combination of both the work location and the multi-unit headquarters determines HR policies and practices. 47% Is your organization a single-unit organization or a multi-unit organization? For multi-unit organizations, are HR policies and practices determined by the multi-unit corporate headquarters, by each work location, or by both? Does your organization have U.S.- based operations (business units) only, or does it operate multinationally? n = 307 n = 320 n = 251 Corporate (companywide)68% Business unit/division18% Facility/location14% n = 252 What is the HR department/function for which you responded throughout this survey? Note: Percentages may not total 100% due to rounding.

20 Virtual Teams ©SHRM 2012 SHRM Survey Findings: Virtual Teams  Response rate = 13%  Sample composed of 379 randomly selected HR professionals from organizations with 500 or more employees.  Margin of error +/- 5%  Survey fielded December 8, 2011 – January 3, 2012 20 Methodology For more poll findings, visit www.shrm.org/surveyswww.shrm.org/surveys Follow us on Twitter: http://twitter.com/SHRM_Researchhttp://twitter.com/SHRM_Research For more poll findings, visit www.shrm.org/surveyswww.shrm.org/surveys Follow us on Twitter: http://twitter.com/SHRM_Researchhttp://twitter.com/SHRM_Research Project leaders: David Geller, SHRM Knowledge Development Christina Lee, SHRM Research Project contributors: Alexander Alonso, Ph.D., SPHR, director, SHRM HR Thought Leadership Mark Schmit, Ph.D., SPHR, vice president, SHRM Research Evren Esen, manager, SHRM Research Copy Editor: Katya Scanlan, SHRM Knowledge Center


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