Companies across the world are currently faced with questions about how to reconfigure the way to work going forward after the suddenly shifting to remote work in response to COVID-19. Each week a fresh slate of executives are announcing adjusted remote work policies. For example, Chief Operating Officer, Sabine Keller-Busse,
A new decade inspires all sorts of predictions about the soft skills and hard skills needed for the future of work. At Workplaceless, we’ve identified the skills that are needed to thrive in remote work environments, because being able to work, collaborate, and lead remotely is crucial to developing a
Published March 4, 2020 | Updated January 21, 2021 Access the Placeless Playbook for strategies to transition from suddenly remote to sustainably remote Frankly, novel coronavirus (COVID-19) is not a reason we want to be talking about remote work. We’ve hesitated entering into the now trending conversation, as
“Workplaceless aims to positively impact both the supply and demand of sustainable remote work opportunities.” We believe in the power and potential of remote work, and we’ve been working to define for you how we make remote work work for the long-term. Let’s break down our mission. The demand
By seeking remote hires, companies open themselves up to a global talent pool of endless possibilities when it comes to driving diversity initiatives. However, companies leveraging this strategy need to proceed with caution if they’re hiring remotely as a quick-fix or cure-all for diversity challenges. In fact, during our November
We find a consultative process is most effective for companies with 50 or more employees and a rapid process is more impactful for companies with fewer than 50 employees.
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