High-Tech Global Teaming Still Needs Human Touch Virtual teaming is most effective when teams and their leaders work consciously to overcome the limitations inherent in this kind of teaming. Click here to read more about this and other key findings in Right’s new study on virtual teaming. (PDF, 172 K)

Understanding the HR Dimensions of Virtual Team Building

The use of virtual teams—whose members span geographies, cultures, and time zones—has increased dramatically in recent years, especially since the Internet began permitting the effortless global sharing and distribution of information and work product. This kind of teaming helps companies compete in the global economy by integrating the talents of widely dispersed workers, and reducing workflow time and travel expenses, among other advantages. But, as is the case with many technological advances, virtual teaming also has a downside. Some virtual team members report feeling isolated. Some say their teams are less cohesive and that their performance is challenged by working at long distances.

Given the prevalence of virtual teaming and the importance of enhancing the performance of these teams, Right Management initiated a global research study to examine what practices help make virtual teams to achieve the objectives for which they are formed. A total of 213 individuals from ten major organizations in a range of industries took part in the study, which used a 52-item online survey, focus groups, and interviews with virtual team leaders. This research contains an overview of the study’s seven key findings, which will be a significant support to any manager who needs to get work done through the use of virtual teaming.

For more information about this study, fill out our Request for Information form.  

View all of Right’s research studies.