"<< Background >>THE RATIONALE: The outbreak of the coronavirus and the confinements have meant that a significant number of workers have had their first extended experience of teleworking. Indeed, the European Commission itself stressed its importance in maintaining jobs and production during the pandemic. However, its sudden and forced implementation has created significant challenges for Member States, employers, workers and companies, which have had to adapt to a new way of working that was barely in place before Covid 19. According to a Eurofund study (2020), 48% of employees surveyed have worked from home at least temporarily during the COVID-19 pandemic and 34% have teleworked full-time. In comparison, before the onset of the crisis, only 15% of workers were engaged in some form of telework. NEEDS: Despite the benefits of working at home – e.g. family-work balance, integration of people with functional diversity into the labour market, time savings – many workers have suffered from the complications of working from home. Poorly equipped workplaces, the stress of confinement, all household members living together in the same space, the insecurity of the situation posed a challenge, especially for poorly qualified workers. To all this was added the absence of timetables, the increased workload and permanent availability, which ended up generating physical and mental problems that worsened as the months went by. From the physical point of view, the lack of risk prevention in teleworking increases vision, neck and back problems, but perhaps the greatest effects came in the emotional and mental areas. In this sense we have the feeling of loneliness. Not going to work in a shared environment with other colleagues can considerably reduce people's social experience, which affects the interpersonal area. But the most significant emotional effects of teleworking are the high levels of anxiety and stress it can trigger. Thus, this avalanche of innovations generates a sense of uncertainty, which goes hand in hand with anxiety and stress. This is combined with the fear of uncertainty at work, but also personal and health in a situation that has no definite end date. All these work factors are added to the so-called pandemic fatigue, defined by the WHO as a series of symptoms derived from the Covid 19 disease and the consequences that this global pandemic has brought to everyone, such as demotivation, stress, anxiety or depression. The WHO estimates that 60% of the European population is suffering from pandemic fatigue, in some countries ""more markedly"" than in the first wave.Similarly, according to the analysis carried out by the insurance company Cigna, the situation of uncertainty and changes in the working environment have led to 45% of active workers admitting to suffering from work-related stress. ""Stress is one of the main risk factors for physical and mental health in the 21st century. Having the tools to know how to manage it effectively is a huge investment in wellbeing, and it is something that HR departments can contribute significantly to,"" says the report. Thus, the need to implement strategies for the emotional management and regulation of all the actors involved in remote working is not only a demand of the actual circumstances, but a need to face a reality that has come to stay in the labour world.TARGET GROUPS:- workers in any sector who have been forced to work remotely, especially those who, due to the particular conditions of their employment, are more focused on working from home.- Managers, employers and HR managers, who from a leadership position should be aware of the human management of teleworking because of its marked social connotations, as well as the personal, health (and ultimately socio-economic) repercussions that it implies.<< Objectives >>The REMOTEMO project will generate a positive impact on the workers who fully or partially work from home, improving the management of this situation, which in most cases is anomalous and has been forced in recent months. In this sense, REMOTEMO will pay special attention to both intrapersonal management aspects (stress, anxiety, uncertainty, sleep problems...) and interpersonal aspects (social, family and couple relationships, loneliness...).In the same way, and in parallel, REMOTEMO aims to raise awareness of smart working as a natural evolution of teleworking. In the latter, the only thing we change is the location of the work, but not the working hours, so the positive impact on family reconciliation is minimal. Smart Working appears as a new working model, a fusion of teleworking and new technologies that is based on giving employees all the tools they need to achieve a maximum level of professional performance anywhere with greater or full freedom of working hours. Because of this trend, it is to be expected that the psychological and emotional problems of telework, which have now become visible in the coronavirus pandemic, may remain with us in the future and must continue to be taken very seriously. Against this background, the REMOTEMO project pursues a preventive strategy of C-VET that addresses the companies with their managers and the employees themselves.SPECIFIC GOALS:* To raise awareness of the mental effects of teleworking* To take on board the need to emotionally manage the effects of teleworking* To understand the implications of teleworking from both a personal and social point of view* In relation to the previous point, to understand the intra- and interpersonal areas of emotional intelligence.* To know the points of improvement of emotional intelligence applied to work performance.* To foster work/family balance.* Increase job satisfaction in remote working.* To understand the concept of smart working and its advantages.<< Implementation >>Project is divided into 2 types of work packages:1. THREE PROJECT RESULTS (PR) 2. TRANSVERSAL WORK PACKAGES Thus, apart from the development of PR (which are clearly defined in Project Results section), all partners will be involved in other transverse activities that are necessary for executing a project and coordinating an international team.A. GENERAL PROJECT MANAGEMENT: HeurekaNet, as coordinator in REMOTEMO, will be responsible for this work package. This includes:- Documentation- Financial control.- Time management .- Interim and final reports.- Risk handling. - Communication among partners and with the German NA B. ONLINE PROJECT MANAGEMENT TOOL: An online project management tool will be set up and maintained by the coordinator for the duration of the project aiming at providing possibilities for communication, file storage and work tracking. C. SHARING AND PROMOTION: Under the responsibility of Eduforma, this work package will make REMOTEMO visible, developing a dissemination strategy in which all partners will be involved at national and European level. D. PROJECT MONITORING, CONTROL & EVALUATION: WSEI will be responsible for this work package, with the objective to evaluate the project management and development of the PR.<< Results >>TANGIBLE OUTCOMES - In PR1. A training programme for leaders and HR managers with 18 podcast plus guidelines.- In PR2. A self-assessment tool for employees and a toolkit with 30 practical tools.- In PR3 we will create a corpus of 18 case studies in video format.Six Multiplier Events (E1-E6).One training activity (C1) DELIVERABLES RELATED TO MANAGEMENT* Managing guidelines;* Reporting procedure and administrative guidelines;* 4 transnational meetings + meeting minutes.DELIVERABLES RELATED TO QUALITY AND EVALUATION* Evaluation tools: meetings evaluation questionnaire, project progress questionnaire, Project Results evaluation tools and multiplier events evaluation questionnaire.* Evaluation Reports: mid-term and final evaluation report, Intellectual Outputs reports;* Project risks analysis.DELIVERABLES RELATED TO PROMOTION* Project graphic design;* Social networks profiles;* Project website;* Project mailing list;* Newsletters;* Informative brochure;INTANGIBLE DIRECT RESULTS:* Adult trainers and trainees involved in the testing of project results on how to handle their emotions on distance learning / teaching have developed knowledge and skills.* Increased awareness of the need to manage the emotions of adult trainers in their training.* Stakeholders, individuals and institutions involved in the testing, consultation and promotion phases of the project, etc.* Emotional management procedures for conscious trainers.* Implementation of good examples) in project participating organizations; raising awareness of the positive impact of EU and Erasmus+ on Small Enterprises."