In my last post, Protecting Your Agency Work Model – Today and Tomorrow I dug into the evolving landscape of modern agency organization, including outsourced, virtual, strategic alliance and collective models.

Overnight, the global pandemic has turned the agency work model on its head, with even the most of traditional of agencies deploying a remote workforce and advising clients “virtually.”

While some adapted quickly to their new setup —  one that other agencies have employed for years — many weren’t prepared from a pure operations standpoint.

Questions quickly surfaced about what policies or legal steps agencies need to take beyond existing employee agreements, or how to access and protect data distributed across company owned and personal devices.

In addition to managing the technical setup and logistics, documents like remote work policies and equipment loan agreements weren’t usually in the toolbox for agencies built around people working physically in an office.

Agencies that might find new efficiencies or productivity benefits from a virtual work model may decide to make it part of their long-term plan.

If this sounds like you, it’s not too late to protect your agency and set it up for future security and success.

Left to Their Devices

Cyber security, data privacy and information protection should be the first areas on your checklist. Personal device or BYOD (bring your own device) use for agency and client business comes with a host of risks, such as: the integrity and safety of software tools, obtaining proper software licenses for all users, remote monitoring and security of employee devices, and extra attention to client confidentiality and data privacy compliance issues.

Agencies should enact policies that enable leaders to gain access to the remotely used devices and sored information when needed, as well as a plan upfront to secure information on devices that are lost, stolen, damaged or compromised.

Generally, the more client data being stored or accessed remotely, the more stringent your policy will need to be. Leaders need to have the ability to remotely wipe or audit information on devices, and create rules around maintenance of confidentiality, encryption, and archiving practices for data.

Employees should not store agency-owned assets or content on their personal devices. If they use personal devices for work, those devices should be accessing agency systems and assets via the cloud or a secure dedicated server with all password protected and in compliance with IT policies.

Agency Issued Equipment and Video Conferencing Security

For the first time, you may need to document all agency-owned tools going in and out of the office and into the home offices of team members. Consider an equipment loan memo or agreement, signed by your employee, documenting the equipment and assets they’re removing to do their work remotely.

Work with your information technology consultant on improved plans for access to wifi and Internet connections for your team. Make sure to set service agreements for all your technology applications with your partner to ensure you are first in line when there are issues.

With increased video conferencing seek to educate your teams on proper usage and data security. Advise them that even enterprise level software can be compromised and to avoid using video broadcast tools for conversations that can cause you or clients harm in the wrong hands; consider a phone call for the most sensitive of subjects. Also make sure the team undergoes training and understands all of the security features, such as waiting rooms, admittance requirements, recording features and general monitoring.

Business Practices: Confidentiality Agreements and Employment Policies

Remote work lends itself to increased employee flexibility and the need for more structured agreements in conducting business this way. The typical employee handbook should be augmented to account for unique aspects of virtual client service.

Include rules in your agreements and policies about confidentiality, professionalism dealing with client matters from remote locales, and the need to track and report accurate time records (especially client billing records) for work done remotely.

While you may find your teams more engaged and productive as ever in a remote setting, some employees may not perform as productively, or take advantage of more lax monitoring. Set clear expectations of the fulfillment of work and employee accessibility and communicate often to ensure these expectations are being met.

Also, on the other hand, while it may or may not be written into a policy, as leaders and managers, it makes sense to set some remote work boundaries for the health and welfare of the team. This could mean that being remote does not mean being “on call” 24/7 for the agency or clients. Offer ways to build routine and permissions to log-off and take planned breaks, for overall productivity and morale. Set a good example in your own practices to avoid burnout and see the rewards of engaged and productive employees.

Note:  To aid agencies during this time we are providing free templates for key areas of remote work. Get them here.

The Return to Brick and Mortar

 If your agency does plan to resume operations in its physical offices, have a plan to address post-pandemic issues like workplace safety and medical leave.

Our friends at Agency Management Institute have a fantastic resource in their COVID-19 Resource Center

https://agencymanagementinstitute.com/covid-19-agency-survival-tools/