All new hires go through a standard onboarding process. This includes learning and working with the various tools and services we use on a daily basis.
Our engineers will actually build out a small feature set and interact with their training lead as if they were a client.
We also utilize online training through LinkedIn Learning. They have a massive library of online courses you can take in a variety of topics, including management.
A challenging time finding talented local employees gave Brad the idea to make WebDevStudios 100% remote—hear about his strategies for creating a healthy remote work culture.
Read full interview from Company Interview with Brad, co-founder and CEO of WebDevStudios.
We have regular calls and video meetings and also utilise Slack and G-Suite for effective collaboration. We have online material and, of course, policy and governance in place to support these working practices. Most importantly, it is built into our culture.
Remote work is built into Rainmaker Solutions' DNA. See the beliefs that push this company forward & check out their virtual activities that are building organizational trust.
Read full interview from Company Interview with Jan, founder and CEO of Rainmaker Solutions.
As more organizations move toward remote workforces, leaders must remain agile in modifying the way they lead and delegate.
It’s important for leaders to set expectations early, define availability, clearly explain goals, meet frequently, and communicate effectively.
When leaders can demonstrate these attributes to their next generation of managers and leaders, I truly believe they set a foundation for success.
For 10 years, BELAY has been a 100% remote work company. CEO, Tricia, shares the tools that keep them thriving and how boundaries & expectations contribute to their success.
Read full interview from Company Interview with Tricia, CEO of BELAY.
While all our devs are Vietnamese, all our team tech leads are Westerners living in South East Asia. The Western tech leads all come with strong developer backgrounds but have, for various reasons, branched out into tech project management.
Initially, they have to sit-in with a team and observe the daily activities as to get familiar with the routines and then are eventually given their own team after they (and we) feel confident about the proceedings.
A three-hour work commute motivated Jan to establish a full-on remote work arrangement for his company. What have been the benefits & challenges? See his takeaways!
Read full interview from Company Interview with Jan Fex, CEO of DotDee Digital.
We onboard all of our team members through our Workplaceless training programs: a Workplaceless Remote Work Certification to all team members during the onboarding process and a Leadplaceless virtual leadership training for our remote managers. Additionally, we provide a professional development stipend to employees.
Lifelong learning is one of our fundamental values, and we are always finding new ways to live into this value internally, from skills showcases to post-conference share-outs.
With Workplaceless, Tammy helps companies start off on the "right remote foot." Hear how her 100% remote team stays in sync, and how she keeps her employees engaged
Read full interview from Company Interview with Tammy, CEO of Workplaceless, and a remote work leader.
So far, we've never had to train anybody. We are a small team and a worker cooperative. Everybody is encouraged to take control of their role. When hiring, we make sure to select profiles compatible with our mindset: former freelancers, entrepreneurs, etc...
From making employees shareholders to letting workers take control of their roles, Maxime describes Digicoop's path to remote success.
Read full interview from Company Interview with Maxime, Co-founder and CTO of Digicoop.
We provide full guidance and support for teams in collaboration with our clients, although right at the moment, our focus is on mentoring.
If a team member comes to us and says they want to do a specific course or a set of lectures, which require payment, we would be more than happy to facilitate that—whatever people feel is useful or valuable for them as a team.
We offer training on technical matters, but also on soft skills. This training especially highlights the key soft skills of developing the ability to work remotely and to manage remote teams.
For small teams, we prefer not to assign formal project managers, if possible. For teams of that size, we prefer to develop a team where each member has key responsibilities, with an account manager who can step in or discuss practices or methodologies where required.
We prefer setting up flat, functional teams, where the focus is on engagement, accountability, and sense of ownership.
Ivan's company, Base B helps companies build effective remote teams. See the tools and training practices that allow them to excel in helping their clients.
Read full interview from Company Interview with Ivan, CEO of Base B .
First of all, by being a human who cares about personal things as much as about the work-related tasks, I encourage my managers to know the name of the pet of their employees and their hobbies.
Second, I focus on creating a mistake friendly environment where my managers are comfortable picking up the pieces.
I train them to be good listeners and to be approachable, and if they don't have enough time for that, to communicate well with their team and not get angry. I do a lot by example, and the rest of our employees get to see in meetings how the manager can challenge me and tell me everything freely and honestly.
There is a continuous reminder that employees can offer as much input as they want. I teach constructive conflict, which is a tough skill to get. How do you argue constructively without taking it personally? My managers need to become experts at it because I need them to be all in during brainstorm sessions without offending each other.
With DistantJob, Sharon has created a mistake-friendly environment where managers lead by example. See his tips for building trust and security among his remote teams.
Read full interview from Company Interview with Sharon Koifman, CEO of DistantJob.
We have the same documentation and meetings with folks on the team as you would if we were co-located. Those meetings are just held via Zoom.
How do you keep remote teams motivated? Devin, CEO of Animalz, shares her tips for how leaders can avoid demotivation and her hopes for the future of remote work.
Read full interview from Company Interview with Devin, CEO of Animalz.
Most of our managers are promoted from within, so they know the drill long before they’re promoted.
Each department has its own playbook, which helps get new team members up to speed. Also, our new team members do a lot of “shadowing.”
Twenty years ago, Shelly started one of the first all-remote U.S. companies. See how remote work has given Fire Engine RED a competitive advantage & the four most important words in the employee handbook.
Read full interview from Interview with Shelly, CEO of Fire Engine RED & remote work pioneer.
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