This article aims to help organizations invest wisely in virtual competence by first explaining how this requires the development of three capabilities: virtual self-efficacy, virtual social skill, and virtual media skill. It then highlights concrete actions that managers can take to help ensure that virtual work meets its potential in their organizations. One key finding in the authors’ research is that people develop virtual competence through experience gained at home as well as in the workplace. Their research indicates that the level of virtual competence that exists today is insufficient for the large-scale adoption of virtual work. The authors’ research suggests taking the following steps to develop employees’ skills: First, assess the current state of each employee’s virtual competence. Second, assess the technology toolkit and media available to employees and make changes to support their work. Third, cultivate social interactions. Fourth, provide formal opportunities to help employees learn virtual media and social skills. Finally, assist employees in using both personal and social learning strategies. Social self-regulated learning strategies contribute to learner satisfaction, but not skill development; and personal self-regulated learning strategies have the opposite effect. To keep employees happy while also ensuring learning outcomes, managers should note that online learning needs to provide both social and personal modes of activities.
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