Estimated reading time: 7 minutes
As a remote team who doesn’t see each other in an office everyday, it’s important for us at Workplaceless to stay connected with one another, beyond just the work. While we integrate this throughout our daily routines through apps like Donut and remote team building exercises, we also aim to meet once a month in a live all-hands team meeting. It’s a meeting we all look forward to every month. However, with much needed vacations, staycations, and team relocations, a synchronous meeting wasn’t going to work for July, so we decided to run our first Asynchronous All-Hands Meeting.
Here’s what we did and an evaluation of what we would or wouldn’t do again from both the perspective of the meeting organizer, Megan Eddinger, and two team attendees, Katie Scheuer, and Jacqueline Zeller.
For the most part we lead with remote-first asynchronous collaboration, and limit meetings as part of our daily...
Estimated reading time: 5 minutes, 30 seconds
How do teams choose how to communicate?
In a co-located work environment, the answer is pretty clear: walk down the hall or pop into someone’s office for a quick check-in; send an email if they’re not there.
As researchers remind us, face-to-face may be the richest medium for communication, but when teams want to be more productive, cost-effective, and have access to talent, companies turn to remote and hybrid work. But as remote teams know, there are hundreds of choices for meetings, chatting, collaborating—synchronous and asynchronous communication tools . . . where does one start?
The selection of communication tools begins with understanding the unique challenges of remote team communication and defining processes that work for professionals who are not physically located in the same office space.
During our July Networkplaceless event, we welcomed three experts who led us in a...
Estimated reading time: 2 minutes, 30 seconds
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, of UBS Group AG recently announced that as many as a third of its employees could work remotely on a permanent basis. In numerous sectors, including insurance, banking, media, and tech, the trend toward adopting hybrid-remote work models is spiking and becoming a defining feature of the future of work.
Often these announcements include detailed plans for what reopening co-located offices might look like, but what does that look like for employees who remain virtual? We fail to see the same level of care put into outlining a plan for the sustainability and productivity of remote workers. We created...
Why we’re talking about this
Emergency Remote Overview
Resource: Emergency Remote Checklist
Resource: Unexpected Remote Work Course & Remote Workday Module
Sustainable Remote Roadmap
Resource: Company Remote Effectiveness Assessment
Still Have Questions?
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 it's a serious issue that is affecting lives and livelihoods across the globe. However, as we see companies turning to remote work as a potential solution to help the stem the spread of the infectious disease, we have additional concerns:
Estimated reading time: 5 minutes, 27 seconds
Buffer and AngelList’s 2020 State of Remote Work reveals that 43% of companies are hybrid, meaning part of the team is full-time remote and part of the team works out of the same office. However, an additional 24% of companies allow individuals to work from home on occasion. That’s a total of 67% of companies who are navigating the complexities of remote vs. in-office dynamics. We wanted to understand in more depth the challenges that these hybrid-remote teams face on a daily basis.
At our Networkplaceless event, we specifically asked attendees, “Does your company have a plan in place to address hybrid team communication gaps?” Thirty percent of respondents said yes, 39% said no, and another 30% said not sure. (Note: if your team members aren’t sure, it’s probably time to revisit your policy and make communication improvements).
In order to provide solutions to some of ...
Any opinions expressed within this blog post are those of the author and not necessarily held by Workplaceless itself.
When we decided to dedicate two months of our Networkplaceless events to discussing challenges and solutions to diversity, equity, and inclusion (DE&I) in remote work, we knew it would be impossible to tackle everything in that time. We also knew that we needed to tap into diverse perspectives to truly round out the picture and provide tangible advice. With that in mind, in addition to hosting a diversity strategist in December, we reached out to a variety of organizations who are bringing forward opportunities for conversation as well as action. We’re grateful to Power to Fly, LGBTQ+ Workplace, NTI, and Startup Setup for taking the time to share their expertise.
Lauren Hagerty, Senior Manager of Marketing and Community, at Power to Fly, a community and recruiting platform that connects companies to women in tech, sales, marketing and...
“Remote work has a particularly unique opportunity to offer more diversity and have a more robust, diverse population… But it certainly in and of itself will not resolve diversity issues.”
Jordyne Blaise, Diversity, Equity and Inclusion Strategist with remote team experience, shared this sentiment during her guest speaker presentation for our December Networkplaceless event. The topic of discussion was, “Exploring Solutions to DE&I for Remote Teams”—admittedly, a lofty goal to accomplish in a 25 minute presentation. However, Jordyne provided us with a framework to establish solid DE&I strategies and challenged us as individuals to instill new habits with DE&I in mind.
Jordyne shared the following grounding principles. While DE&I strategies are not one-size-fits-all, these basic principles hold true regardless of the type of organization or current status of DE&I commitment and strategy development.
Whether your team is fully or partially distributed, you know that people are your greatest priority. Talent is the true lifeblood of any company, and employee motivation is one of the key tenets of any healthy organizational culture. In a number of global surveys and reports, remote workers themselves have shared what drives them: a sense of purpose, the ability to work independently, and the chance to accomplish more while achieving a better work-life balance.
If this isn't news to you, you've likely given some thought to how you can specifically encourage your team not only to do more but do better—a focal point for managers who care about progress and well-being of their peers in addition to the trajectory of their company and their own careers. However, a roundup of employee recognition statistics reveals a disconnect: workers acknowledge the need for recognition, but leaders are not equipped with the knowledge, access, or decision making power to provide adequate...
Human resource professionals and hiring managers recognize that an inclusive and equitable workplace is an all-around win. The reason is simple: the more diverse its workforce, the more innovative—and profitable—a company can be. Staying competitive in a given industry and responsive to customer needs is top of mind for company leaders. Remote work has the potential to be a powerful tool for any organization seeking to leverage the power of diversity.
Remote work is, by nature, location independent. It facilitates a perfect match between employers and prospective employees who might not otherwise connect. Hiring managers are no longer restricted to sourcing employees from a limited selection of local talent. And job seekers can search for the best fit rather than only the most conveniently located opportunity.
The much deeper and more diverse talent pool afforded by remote work also includes people for whom traditional office-bound roles are...
"Give a man a fish, and you feed him for a day. Teach a man to fish, and you feed him for a lifetime."
Perhaps unsurprisingly, this oft-quoted proverb holds true in modern work scenarios as well. Anyone who has worked with external consultants conducting one-off training workshops and intensive sessions know that the knowledge shared typically begins and ends with those present.
Far too often, dust winds up settling on even the liveliest learning and development experience, and desires to make big internal changes give way to the inertia of the status quo. It’s unfortunate that such a significant investment in terms of time and money is often allocated toward a short-term impact.
These isolated experiences that lack sustained attention to an organization's culture can lead to a general avoidance of learning and development (L&D) programs. Rather than approaching these efforts strategically, some companies have sidelined training or left it up to those...