Ryan is an adventurous people specialist, practitioner, and leader. Ryan has over 20 years’ experience in HR working across multiple sectors, more recently within the aerospace and automotive industries, delivering people initiatives at global and local levels. He currently leads people development activities’ at Honda UK Manufacturing. He enjoys challenging conventions and achieving through building strong relationships that deliver mutually beneficial outcomes.
Over one year on, we are starting to emerge from the pandemic but remote working is here to stay, at least in some form. There is an expectation that particularly SME’s will look to cut overheads and with evidence that productivity does not suffer when working from home, we might find many businesses offloading large, expensive central office space in favour of a more blended approach of home working and keeping some physical space for larger meetings and collaboration. All this leads to a more permanent switch to remote working. Many leaders have had to step into remote leadership blindly. Even those managing others in different locations, were probably not prepared for doing that whilst two children where jostling for their attention on a Zoom call. This unexpected thrust into remote leadership has been a challenging experiment and below I have captured areas that have been helpful in meeting this new challenge.
Article by 23 March 2021