Table 2 Employee perspective team... | Emerald Publishing

Table 2

Employee perspective team recommendations

Mission perspective team	Leadership perspective team	Employee perspective team	Operations perspective team	Infrastructure perspective team
MFAWE should be a mission imperative. It opens up the applicant pool to individuals with other regional ties outside of southwest Ohio. We want the best in the nation, not the best willing to live in Dayton	Develop and clearly define a hierarchical decision tree for telework and asynchronous work eligibility based on the following four levels: (1) mission needs, (2) position requirements, (3) employee-provided telework resources (e.g. stable internet connection and bandwidth) and (4) employee performance	Leadership must gain an understanding of employees’ needs, concerns and desires before committing to a 711 HPW MFAWE	Mandatory use of singular communications platform during business hours. Personnel must keep an accurate status indicator (available, busy, etc.) and chat messaging should be used before sending email to communicate with other 711 HPW personnel	Create collaboration space and hybrid workspaces for immediate use
When operating in a MFAWE, 711 HPW Leadership should provide more deliberate consideration and communication of what accomplishing the mission means and how we will measure success	Permit service member telework participation in accordance with Air Force Guidelines	Leadership must empower supervisors to make MFAWE decisions for their individual teams	Email should have signature blocks with contact information and preferences. The email out-of-office capability should be used when personnel are unavailable for an extended period	Develop a plan for converting existing cube and administrative workspaces into flexible hybrid workspaces
Flexibility must occur in both directions. Leaders and supervisors must work with employees to identify the flexible work arrangement that works for them. Employees must be responsive to supervisors and leadership to understand and adapt to what works best for them. Employees should also understand that their mission work does not exist in a vacuum	Specify dress and appearance requirements for members participating in telework	Create robust training for employees and supervisors on how to excel in a MFAWE	All meetings should have a virtual option to include dial-in number for maximum flexibility. Mute the microphone when in a large meeting and when not speaking to reduce background noise and feedback. Cameras should be used when able and practical	Introduce mock-ups of flexible hybrid workspaces for user feedback prior to full implementation
The 711 HPW Senior Leadership must create a vision in which they trust that employees are completing their work when they are not in the office. This vision also extends to being able to always reach employees via email, video call or telephone	Identify mandatory enterprise communication platforms and ensure 711 HPW-wide access	Survey the 711 HPW workforce to get their needs, thoughts and opinions on implementing an organization-wide MFAWE	Create a new employee orientation users guide to help new personnel navigate the MFAWE. Supervisors should be in-person for 1–2 weeks for new hire onboarding	Evaluate automation technology, virtual reality technology and IT equipment to ensure the ability to support remote access for performing mission functions

Mission perspective team	Leadership perspective team	Employee perspective team	Operations perspective team	Infrastructure perspective team
MFAWE should be a mission imperative. It opens up the applicant pool to individuals with other regional ties outside of southwest Ohio. We want the best in the nation, not the best willing to live in Dayton	Develop and clearly define a hierarchical decision tree for telework and asynchronous work eligibility based on the following four levels: (1) mission needs, (2) position requirements, (3) employee-provided telework resources (e.g. stable internet connection and bandwidth) and (4) employee performance	Leadership must gain an understanding of employees’ needs, concerns and desires before committing to a 711 HPW MFAWE	Mandatory use of singular communications platform during business hours. Personnel must keep an accurate status indicator (available, busy, etc.) and chat messaging should be used before sending email to communicate with other 711 HPW personnel	Create collaboration space and hybrid workspaces for immediate use
When operating in a MFAWE, 711 HPW Leadership should provide more deliberate consideration and communication of what accomplishing the mission means and how we will measure success	Permit service member telework participation in accordance with Air Force Guidelines	Leadership must empower supervisors to make MFAWE decisions for their individual teams	Email should have signature blocks with contact information and preferences. The email out-of-office capability should be used when personnel are unavailable for an extended period	Develop a plan for converting existing cube and administrative workspaces into flexible hybrid workspaces
Flexibility must occur in both directions. Leaders and supervisors must work with employees to identify the flexible work arrangement that works for them. Employees must be responsive to supervisors and leadership to understand and adapt to what works best for them. Employees should also understand that their mission work does not exist in a vacuum	Specify dress and appearance requirements for members participating in telework	Create robust training for employees and supervisors on how to excel in a MFAWE	All meetings should have a virtual option to include dial-in number for maximum flexibility. Mute the microphone when in a large meeting and when not speaking to reduce background noise and feedback. Cameras should be used when able and practical	Introduce mock-ups of flexible hybrid workspaces for user feedback prior to full implementation
The 711 HPW Senior Leadership must create a vision in which they trust that employees are completing their work when they are not in the office. This vision also extends to being able to always reach employees via email, video call or telephone	Identify mandatory enterprise communication platforms and ensure 711 HPW-wide access	Survey the 711 HPW workforce to get their needs, thoughts and opinions on implementing an organization-wide MFAWE	Create a new employee orientation users guide to help new personnel navigate the MFAWE. Supervisors should be in-person for 1–2 weeks for new hire onboarding	Evaluate automation technology, virtual reality technology and IT equipment to ensure the ability to support remote access for performing mission functions

Source(s): Table created by authors