Estimated reading time: 9 minutes, 28 seconds
By Katie D. Scheuer, Curriculum Specialist at Workplaceless
For some, these words inspire an array of emotions: dread, joy, terror. For me, it’s pure and radiant “this is what life is all about” happiness. Team builders for me are what sports are for others.
It started with theatre games at summer camp (“This is a tick. A what? A tick. Oh, a tick! This is a tock!), and in college I insisted on being “Ice Breaker Chair”, a made-up role for my volunteer organization. I host “Teach Me Something New” parties with my friends. My dreams come true when Charades are played on ski trips and when baby showers have improv games led by zany aunts.
When I started working remotely, I wasn’t sure how I would handle working by myself after years of leading workshops, teaching, and coaching live on college...
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 ...
By Ali Riehle, Freelance Designer and Researcher, working remotely since August 2018.
We're grateful to Ali for sharing her experiences, especially as we've dedicated time in our remote community to discuss challenges and solutions to hybrid team relationships. Any opinions expressed within this blog post are those of the author and not necessarily held by Workplaceless itself.
Most recently in my role on the design and development team at LUMA Institute, I worked at the company headquarters for a few years, called in from home occasionally, and worked remotely and nomadically for one year. These experiences have presented me with many challenges and have changed the way I think about collaboration and work in general.
Being a member of a hybrid-remote team isn’t easy. At times, I’ve felt isolated, left out, or frustrated by the technical problems this setup can create. Aside from all that, I’ve benefited greatly from this...
Remote work is growing—rapidly. Work-from-home roles have grown by 173% since 2005. But that remote work trend means different things for different people, and for different organizational structures. Some teams are 100% remote, but more often we see teams that are a mix, or hybrid of different working models.
So when we refer to different working models, what do we mean?
You can reference all of this terminology in our remote work dictionary.
Within a hybrid team model, there can be variances of experience: if there’s only...
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...
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 Networkplaceless virtual networking event, the overarching theme was:
Remote does not automatically equal diverse, nor equitable, nor inclusive.
It’s important to note that any discussion of diversity, equity, and inclusion (DE&I) is informed by context, culture, and the experiences of teams and individuals. As our Networkplacless community exemplified, remote teams and remote workers experience unique yet overlapping concerns when in comes to DE&I. As the participants shared their own backgrounds and insights with the group, several common challenges were identified:
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...
Disclaimer: The information contained within this article is not a substitute for legal or medical advice from a licensed professional who is aware of the facts and circumstances of your individual situation.
Throughout the past two months, we’ve laid out the health and safety concerns of the remote workforce and some ways to address them. If you’re part of a remote leadership team (HR, CXO, etc), these are the things keeping you up at night. As remote work becomes more mainstream, companies need to get policies in place to keep off-site employees safe.
Most companies have been kicking this can down the proverbial road, retrofitting policies whenever possible and favoring individual solutions over company-wide standards. The risk with this practice is two-fold: potential legal and/or compliance issues, and missed opportunities for attracting and retaining new talent. Either way, the cost is too great to ignore.
So when it comes to creating safe and...