Featured Product
This Week in Quality Digest Live
Management Features
Eric Whitley
Seven tips for efficient maintenance
Zhanna Lyubykh
Consequences and costs of abusive supervision
Dario Lirio
Modernization is critical to enhance patient experience and boost clinical trial productivity
Oliver Binz
Better internal information systems help managers tell consumer demand from inflationary pressure
Dale Crawford
Electrical contractors and other skilled trades are losing institutional knowledge

More Features

Management News
Attendees will learn how three top manufacturing companies use quality data to predict and prevent problems, improve efficiency, and reduce costs
More than 40% of directors surveyed cite the ability of companies to execute as one of the biggest threats to improving ESG performance
MIT Sloan study shows that target-independent compensation systems can be superior
Steps that will help you improve and enhance your employee recruitment, retention, and engagement
300 Talent acquisition leaders and HR executives from companies gather in Kansas City
FedEx demonstrates commitment to customer-focused continuous improvement
SONY-based 8MP color, UVC USB, high-speed camera provides high dynamic range and dual-stream support
Configuration lifecycle management provider saw 42% increase in annual recurring revenue
Designed to offer a comprehensive safety solution for fleet vehicles and workforce personnel

More News

Gleb Tsipursky


Virtual Co-working for Hybrid and Remote Teams

Setting up a virtual water-cooler/cubical equivalent

Published: Monday, January 17, 2022 - 13:03

Are you worried that having hybrid and, especially, full-time remote employees will undermine employee on-the-job learning, integration into company culture, and intra- and inter-team collaboration? This issue recurrently came up with organizations that I guided in developing strategies for returning to the office and establishing permanent future work arrangements.

On the one hand, these leaders acknowledged the reality that the future of work is mainly hybrid, with some staff working remotely full-time. After all, surveys illustrate that 60 to 70 percent of employees want a hybrid post-pandemic schedule permanently, while 25 to 35 percent want a fully remote schedule. Further, 40 to 55 percent would be willing to quit if not given their preferred amount of work from home.

On the other hand, these leaders showed concerns about on-the-job learning, cultural integration, and intra- and inter-team collaboration. To address these concerns, I helped them adopt the best practices for leading hybrid-remote teams in the future of work, in this case virtual co-working.

Remote training through virtual co-working

To facilitate remote training for on-the-job learning through virtual settings, as well as promote effective team collaboration, companies should employ virtual co-working. This involves all members of a team spending an hour or two per day co-working digitally with their teammates when they aren’t in the office.

That doesn’t mean working together on a collaborative task: Each person works on their own tasks but can ask questions if they have them. After all, much of on-the-job training comes from co-workers answering questions and showing less experienced staff what to do on individual tasks.

First, all involved team members should get on a videoconference call. Then, all share what they plan to work on during this period. Next, everyone turns their microphones off but leaves their speakers on with video optional, and then works on their own tasks. This setup means that no audio will be heard by co-workers unless a team member deliberately turns on their microphone to ask a question or make a comment.

This experience replicates the benefit of a shared cubicle space, where you work alongside your team members but on your own work. As less experienced team members have questions, they can ask them and get them quickly answered. Most of the time, the answer will be sufficient. There may be times when a more experienced team member will do screensharing to demonstrate how to do a task. Another option is to use a virtual whiteboard to demonstrate the task graphically.

It isn’t just junior team members who benefit from this method. More experienced team members might need an answer to a question from another team member’s area of expertise. Occasionally, issues might come up that would benefit from a brief discussion and clarification. Often, team members save up their more complex or confusing tasks to do during a co-working session, for just such assistance.

However, note that this call is intended for quick answers to questions and is not intended to be a work meeting. This is not the place for lengthy work conversations. Set up a separate call with a teammate if you need to have a longer chat. If you have specific teammates with whom you’re collaborating more intensely, you should do a co-working session with them daily in addition to broader co=working with the team as a whole.

Incidentally, chats don’t always have to be work-related. Sometimes team members can just share about themselves and chat about how things are going in work and life. The social aspect is one of the benefits of a shared cubicle space, and virtual co-working can replicate that experience.

Such virtual co-working doesn’t cause the drain of a typical Zoom meeting. Team members typically find it energizing and bonding. It helps junior team members get on-the-job learning and integrates them into the team, while helping all team members address questions while feeling more connected to fellow team members.


Leaders worry about new employees hired during the pandemic failing to integrate into the company culture, not getting on-the-job learning, and lacking effective intra- and inter-team collaboration. To address these issues, remote training through virtual co-working offers excellent best practices for leading hybrid and remote teams in the future of work.


About The Author

Gleb Tsipursky’s picture

Gleb Tsipursky

Gleb Tsipursky is on a mission to protect quality leaders from dangerous judgment errors known as cognitive biases by developing the most effective decision-making strategies. A best-selling author, he wrote Never Go With Your Gut: How Pioneering Leaders Make the Best Decisions and Avoid Business Disasters (2019). His expertise comes from 20+ years of consulting, coaching, and speaking and training as the CEO of Disaster Avoidance Experts, and more than 15 years in academia as a behavioral economist and cognitive neuroscientist. Contact him at Gleb[at]DisasterAvoidanceExperts[dot]com, Twitter@gleb_tsipursky, Instagram@dr_gleb_tsipursky, LinkedIn, and register for his Wise Decision Maker Course.