If you work remotely, it is easy to be forgotten. This is both true if you are one of the few employees who does not go into the office, and if you are one of many. If you miss meetings, be sure to pitch ideas via email or other correspondence, or attend virtually if possible. If you, say, work in a different city from the main branch of your office, suggest a company-sponsored meetup with other employees in your area, or plan a trip to visit headquarters when you can. Weigh in on group conversations on Slack. Tell jokes. Make yourself known (but not annoying.) This will make you more visible (and potentially important) to your boss, and it will make you feel less isolated.
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However, people can still do webinars without all of that. For example, you might have a sizable social media following and you train them every week on something to do with social media. But you will need a product to embed and sell at some point. Don't worry about it in the beginning. And by far, the best webinar platform out there is certainly GoToWebinar. Hands down, there isn't even another platform that comes close.
Individuals may differ in their reactions to the job characteristics in telecommuting. According to job characteristics theory, the personal need for accomplishment and development (growth need strength) influences how much an individual will react to the job dimensions of telecommuting. For instance, those individuals high in growth need strength will have a more positive reaction to increased autonomy and a more negative reaction to decreased feedback in telecommuting than those individuals low in growth need strength.
Great list! I have another to consider that I personally have 35+ years experience providing. Clean up litter outside commercial properties on foot using inexpensive hand tools. It’s almost as easy to do as going for a walk! I started doing this as a side gig in 1981 and soon grew it into a profitable full-time business. I share my experience in my book, Cleanlots.
The technology to communicate is not advanced enough to replicate face-to-face office interactions. Room for mistakes and miscommunication can increase. According to media richness theory, face-to-face interactions provide the capacity to process rich information: ambiguous issues can be clarified, immediate feedback can be provided, and there is personalized communication (e.g. body language, tone of voice). Telecommuting requires the use of various types of media to communicate, such as the telephone and email. Emails have a time lag that does not allow for immediate feedback; telephone conversations make it harder to decipher the emotions of the person or team on the phone; and both of these forms of communication do not allow one to see the other person. Typical organization communication patterns are thus altered in telecommuting. For instance, teams using computer-mediated communication with computer conferencing take longer to make group decisions than face-to-face groups. Workers tend to be satisfied with face-to-face interactions, phone conversations, and in-person departmental meetings to receive communications, but email and the Internet do not add to their communication satisfaction. This suggests that teleworking may not have the components for “rich communication” compared to face-to-face interactions, although one study found that virtual workers in a team were more satisfied with their technology-mediated communication than their in-person office communication.