Abstract
Context: Work teams in the Human Resources and Financial Department of a large consumer goods company needed to reorganize and adapt themselves to the compulsory remote work imposed by the Covid-19 pandemic. Through daily online meetings, they interacted, learned to deal with the new scenario, perceived difficulties, and found opportunities. Now, they are facing uncertainty about to what extent this work organization will be maintained in the medium- and long-term. Teaching goals: Analyze the characteristics of the work-teams, reflect on the factors that facilitated and hindered the performance of virtual teams, and assess the challenges faced by the virtual teams created on a compulsory basis. The case generates reflection about face-to-face and virtual teamwork, as well as on barriers, facilitators, and challenges for the implementation of remote work, which enables fostering competencies and skills of recognition, definition, and resolution of problems, strategic thinking, and proposals for changes in work organization. As it presents different contexts and opinions, sometimes contradictories, careful referrals are required. Data source: The case is based on real data obtained through an electronic questionnaire sent to employees in June 2020. The name of the company was kept confidential. Although real speeches, characters, and their interaction are fictional. Applicability: It can be used as a teaching tool in modules related to Human Resource Management, Organizational Behavior, and Team Development, present in postgraduate courses. Teaching notes establish educational objectives, recommended use of the case, lesson planning, and guiding questions for discussion in class.
 Keywords: teaching case; teamwork; virtual teams; organizational behavior; Covid-19
Highlights
The alarm clock went off for another day at work
Except for the news: 56 con irmed cases of Covid-19 in the state, twice as many cases in 48 hours, the transmission was already happening in a community way
New communications were received, determining remote work for people in risk groups, later, for the administrative area and, at the end of March, everyone was working from home
Summary
The alarm clock went off for another day at work. The displacement in S o Paulo, the largest city in South America, requires time and patience. New communications were received, determining remote work for people in risk groups, later, for the administrative area and, at the end of March, everyone was working from home. To facilitate the adaptation of employees, and considering the function occupied by each one, the company provided online training on remote communication, online feedback and leadership, home of ice team management, food and routine, time management, and yoga. When asked about maintaining remote work in a post-pandemic situation, Fabr cio and Marisa wanted to come back to “normality”, Paulo and Suzana wanted to keep working remotely, and Charles and Lanette manifested they were in favor of a work-routine that establishes a balance between the on-site and the remote work. C lia did not have a formed opinion! How to organize teamwork in the post-pandemic?
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