Our experience from the last few years

1. Howtobuild
yourremote
work plan.

2. HOW TO BUILD YOUR
REMOTE WORK PLAN 2
INDEX
Communication 3
Learning tools
and courses 9
Balance 13

3. Communication

4. HOW TO BUILD YOUR
REMOTE WORK PLAN 4
Weekly meeting of the Director
with all the collaborators
Meet virtually with all your collaborators once a week. It is best to start the week with this meeting;
Monday is a great day.
It is very important to define the virtual communication tools that the organization will use and
make an internal communication and training campaign.
1.Choosethetoolthatismostconvenientandsimpleforyou.
Video conferences are interactive tools that are better adapted to complex tasks such as problem
solving and negotiation, as they allow people to see each other face to face virtually.
Some recommended tools are:
TEAMS: platform created by Microsoft that supports teamwork in companies; this type
of software, which makes chat rooms available.
Zoom Video: Is a video teleconference or virtual meeting system, accessible from
traditional computers and mobile devices.
GoToMeeting: Is an online meeting, desktop sharing, and video conferencing software
package that allows the user to meet with other computer users, clients, customers or
colleagues via the Internet in real-time.
Hangouts: Is a multi-platform messaging application developed by Google.
Webex: Web and video conferencing applications from Cisco.
Connect at least 15 minutes in advance to check that everything is working correctly. If you are
the organizer, remember, everyone depends on your connection, be on time. It is recommended to
take into account the time zones, choose a time in the day when all the collaborators will be able
to connect during working hours.

5. HOW TO BUILD YOUR
REMOTE WORK PLAN 5
These are the basic actions you must master in these tools:
• Mute all or some of the participants and reactivate their microphones.
• Share your screen with the participants.
• Pass the control to another participant so they can share a presentation and take it over.
• Share a file or document (PDF, Word, etc.)
• Identify which participants lose interest (are online but not in the active online meeting window).
• Activate chat to view questions and comments written by participants while they are muted.
• Record the session so that participants can watch it again later.
Other actions may be more complex and, depending on the application you use, may or may not
be included:
• Create a virtual whiteboard for participants to write or draw on.
• Establish discussion groups or virtual rooms, so that groups of participants can discuss a topic.
Log in at least 15 minutes early to check that everything is working correctly. If you are the organizer,
remember, everyone depends on your connection, so be on time. It is recommended to take into
account the time zones, choose a time in the day when all the collaborators will be able to connect
during working hours.
2.Communicatethepurposeofthemeeting.
Toavoidcommunicationbias,makesureyouhavethepurposeofthemeetingclearandcommunicate
it in an agenda or the meeting invitation. Emphasize important information, highlighting the parts of
the message that require attention. When the audience is clear about the purpose of the meeting,
they can make valuable contributions.
3.Workspace.
Find a workspace in your home with a good internet connection and low noise, where you can
devote yourself to the meeting without interruption. Keep all the work tools you need at hand.
Encourage employees to do the same.

6. HOW TO BUILD YOUR
REMOTE WORK PLAN 6
4. Sayhello.
As people arrive at the meeting, you can activate your video camera to welcome them one by one
and chat with them. Remember the power of using proper names to connect with participants.
5. Themeetingprocess.
It is well known that united teams can overcome challenges, the key is communication.
• Start the meeting by sharing the agenda so that everyone is clear about the issues to be addressed
in the meeting. Be direct and honest in your communication. Maintain a positive and supportive
tone in your communication to build trust in the team.
• Involve the team in important communications and decisions. Actively ask for the perspectives
and views from team members, especially those in other locations, so that different ideas and
approaches will be taken.
• Point out the rules of the meeting; if a message is to be shared, it is recommended that attendees
be asked to turn off their microphones or cameras. If it is a small group meeting, encourage them
to have their camera active so that everyone can see and feel included.
• Avoid prolonged silences.
• Proactively share information about the local situation, including unexpected emergencies,
finances, human resources or priorities. Assign tasks if necessary and make a record of them.
Many tools allow for the recording of meetings so that if someone could not connect, they can
refer to the material and keep up to date.
• Open up a space for questions and answers and provide time for any clarifications.
• End the meeting with a summary of the conclusions and thank the participants for their time
and attendance.
• After the meeting, share the conclusions with the whole team.

7. HOW TO BUILD YOUR
REMOTE WORK PLAN 7
6.Suggestedtopicsforthemeeting.
We recommend addressing these meetings with openness and frankness.
• Business situation.
Talkingopenlyaboutthesituationofthecompanyindividuallyandasagroupisnecessary.Employees
will be eager to see their leader share as much information as possible.
— What is the forecast for the days ahead?
— What are the different scenarios for your company in the coming weeks?
— Talking about the main customers and suppliers, the supply chain and financial situation of
the business is recommended.
• Follow up on pending tasks.
After the stoppage of work in the plant, there will be issues to close, both in the administrative
and operational areas. It is important to have a space to follow up until they have been completely
closed.
• Main risks and challenges in the following weeks.
Without a doubt, the panorama is different when working remotely, so it is important to emphasize
the main challenges of communication, coordination of operational tasks and potential risks that
the leadership and teams can identify.
• Open up a space to listen to the needs of your collaborators.
Listening to your team is vital in this situation: how do they feel beyond their immediate operational
activities, do they have the tools to work from home? It is important that they feel they have the
support of the organization and its leaders.
• Operational start-up plan.
Start outlining what the activities look like when you return to the first week of operations. Who is
responsible and what are the key tasks they have to perform, what do they have to anticipate, who
will be in charge of developing and following up on this plan?

8. HOW TO BUILD YOUR
REMOTE WORK PLAN 8
• Make a scenario plan.
Take advantage of the time and you as a leader propose different scenarios, discuss them with
the team and use this methodology that encourages the reaction of the teams to real situations.
Motivate your collaborators to develop these scenarios in 1 week, 2 weeks, 1 month or the time
you consider. Suggest the best and worst-case scenarios, share them with the team and map the
predictions. Make your ‘If’ & ‘then’: What if we have to close plants? If we have to cut costs, what
should we cut first? What is working for us as a team? What is NOT working for us as a team?
7. LimitsandSchedules
It is always important to respect established work or meeting schedules. In this contingency, we
have to be very clear about these limits, for example: until what time we will be working, which
are the schedules that everyone has to respect. In which meetings everyone must be present. It is
essential to be sincere and respect these limits, this is necessary so that your collaborators can feel
safe, comfortable and can disconnect when the time comes.
Together, establish a consensus of schedules in which everyone is available to meet and is punctual.
These limits will help you to be organized, disciplined and have time for other activities when work
is done.

9. Learningtools
andcourses

10. HOW TO BUILD YOUR
REMOTE WORK PLAN 10
When operational activities are suspended, it is recommended to take this space for updates,
learning and developing new skills that will allow the team to reinvent itself and return stronger
and more productive.
Compilationofonlinecoursetools:
- edX is a platform for massive open online courses.
www.edx.org/course/subject/business-management
edX offers courses in Administration and Management
fromSupplyChainManagementtoProjectManagement,
Data Science and Engineering. In this quarantine, they
offer courses and MBA’s at a very low cost. You will find
courses from the most prestigious universities in the
world.
Coursera is a virtual education platform developed by
academics from Stanford University in order to provide
mass education to the population, with courses in
English and other languages such as Spanish, French,
Italian and Chinese.
www.coursera.org
Coursera offers courses of all specialties, some free,
others with very accessible costs. It has courses
developed by large companies.

11. HOW TO BUILD YOUR
REMOTE WORK PLAN 11
Udemy is an online learning platform. It is aimed
at professional adults. Unlike traditional academic
programs created by universities, Udemy uses content
from online creators who are paid for their courses.
www.udemy.com
You will find courses in Business, Development, IT,
Marketing among others.
UniMOOC is a platform of free online courses for
entrepreneurs. All courses on this website are free,
online and in Spanish.
www.unimooc.com
Among the UniMOOC courses, you can find a Google
Course on entrepreneurship totally free, and with a
certificate with the seal of some institution.
FutureLearnisanopenonlinelearningplatformfounded
by the Open University in Milton Keynes, England.
www.futurelearn.com
FutureLearn offers courses in all disciplines and has
university-certified programs.

12. HOW TO BUILD YOUR
REMOTE WORK PLAN 12
Somerecommendedcourses:
www.futurelearn.com/courses/fundamentals-of-project-planning-and-management
www.futurelearn.com/courses/managing-for-innovation
www.futurelearn.com/courses/leading-a-team
www.edx.org/course/project-management-for-development
www.edx.org/course/international-project-management
www.futurelearn.com/courses/managing-for-innovation
www.futurelearn.com/courses/growing-as-a-manager
www.futurelearn.com/courses/business-continuity-management-crisis-management

13. Balance

14. HOW TO BUILD YOUR
REMOTE WORK PLAN 14
It is important to balance work and personal life by being at home. Make sure you take breaks, stay
hydrated, stretch and have an organized work schedule so you have time to spend with your family
or yourself.
We invite you to map out your balance! You can do this exercise once a week and see how your
balance is doing. It is good to rest and give yourself spaces for relaxation or entertainment.
ASKYOURSELF
What are you feeling?
What is your main concern/fear?
What is your biggest dream?
What depends on me?
What hobby I want to develop in this quarantine?
What “side project” I want to do?
REMEMBER:
Don’t just make time for work,
make time for yourself.
Yoelle Rojas
As Director of Public Affairs and Communications, she is in
charge of a multidisciplinary team that makes sure the
standing of the image, brand and voice of Prodensa is always
strong across the world.
yrojas@prodensa.com
Marco Kuljacha
VP Startup & Shelter Solutions, Marco has a leadership role
overseeing more than 350 Prodensa Professionals, he has
participated directly in the start up of more than 30 industrial
plants, and is currently in charge of the compliance and
strategy of over 65 manufacturing operations.
mkuljacha@prodensa.com
GRUPO PRODENSA BEST COMMUNICATION PRACTICES

15. www.prodensa.com