Remote yet connected: two focus areas for elevating organisational belonging in virtual teams

Abstract

Purpose

This viewpoint paper aims to provide recommendations in two key leadership areas to improve belonging and connectedness in remote teams.

Design/methodology/approach

This paper synthesises recent academic and contextual literature regarding virtual teams, organisational belonging and generations coupled with the authors’ practical experience as a leader within a multi-national organisation.

Findings

Two focus areas related to leaders as critical actors in organisations and the improvement of leaders’ social skills to drive improved socialisation, connection and belonging in the workplace.

Originality/value

In the changing working landscape of continued remote working, wider workforce demographics and declining organisational engagement this paper contributes to literature by presenting two key areas coupled with practical recommendations for HR professionals, leaders, and organisations to focus on to improve belonging.

Citation

Turnbull, H. (2024), "Remote yet connected: two focus areas for elevating organisational belonging in virtual teams", Strategic HR Review, Vol. 23 No. 5, pp. 176-180. https://doi.org/10.1108/SHR-04-2024-0025