Originating in France, various countries and companies have also introduced a “right to disconnect”—a right for employees not to respond to work requests outside designated hours. If the job listing specifies employees must be within a small radius of the company’s headquarters, that could be a warning sign. That means you need to think differently and get creative to recreate the spontaneous interactions and feeling of side-by-side working that bring in-person teams together. Giving your people autonomy over working hours and schedules creates an environment they want to be a part of and frees them up to be productive when it suits them. Your onboarding process is every new hire’s initial introduction to your company. Once you have your company’s core values dialed in, you need to talk about how those core values are embedded into the organization.
When managing your remote workers, you will want to focus more on output rather than what they are doing hour by hour. Empower your employees to do their best work and trust that they will. Use work output to determine their work from home experience success and give them deadlines, so they know what is expected. Managers should also strive to help remote employees feel more included. This reflects on another pillar of robust remote work culture – open communication.
Creating a positive remote work culture: The key to happier, more productive teams
A positive remote work culture can also improve communication, teamwork, and innovation among your team members. From the rigid, Taylorist office designs of the 1900s to open floor plans and virtual workspaces, the way we work—and interact with our teams—has come a long way. Today, more and more companies are offering the flexibility of remote or hybrid work. But, while people love the freedom and autonomy it brings, virtual workspaces do come with their own unique challenges.
- For me and many others, the challenge of working remotely is engagement with the culture and values of a company where I may never meet in person the people I regularly work with.
- The goal is to make the status of ongoing work visible to all, so everyone can stay productive in their timezone and on their schedule.
- Regular check-ins, team meetings, and one-on-one sessions help maintain a sense of connection and provide opportunities for employees to share their thoughts and concerns.
- This reflects a growing phenomenon over the years of employees feeling compelled to be online and “connected” outside their official working hours.
- The Go Game helps everyone on the team have fun and also makes sure no single team has to shoulder the burden of planning events everyone will love.
While this can be done in different ways, async work, the right to disconnect, fair policies and remote leadership should all be part of the equation. Respecting the right to disconnect across the organization is about taking active steps so that employees don’t feel pressure to “check in” outside their scheduled work hours. Async work means employees carry out their work largely independently and don’t need to “synchronize” their work regularly with colleagues in real time. The core business case for async work is the productivity gains that it enables—employees whose work benefits from deep concentration have fewer interruptions to their workflow. The company accepts that remote work means life and work won’t always fit in neat boxes. Finally, you can learn a lot by paying attention during any video interviews.
Focus on the intent of your culture initiatives.
Some of the sources that tech recruiters use to find candidates include GitHub, GitLab, LinkedIn, Telegram, Discord servers, and consultancy companies. In general, Flutter offers developers the versatility and features to create a variety of mobile apps for various industries and purposes. As such, they may have prior experience and expertise in other frameworks and languages like JavaScript or Ionic. To learn more, tell us about your project and we’ll get you started. Much like how elite special forces units recruit only the best from main branches of the military, we recruit developers who either show amazing potential or demonstrate exceptional skill.
Team members are more likely to embrace these qualities when they see their leaders practicing them. Leaders should set the tone by embodying the desired remote work culture themselves. Creating and developing a remote work culture is an ongoing process. Technology is not only the backbone of remote work culture; it’s also the catalyst. There’s a contrast in telling your team to “think outside the box” while demanding that they do their work in a robotic way. In my experience, that can make people feel like what they do doesn’t matter, as expectations are preprogrammed.
ways to create a positive and engaging remote work culture
While you do not need to be on-call 24/7, make a point to be online and reachable at least a couple of hours a day. Designate regular “office hours,” or updating your status on platforms https://remotemode.net/ like Slack. Consider tag-teaming with other leaders so that there is always a manager online, and establish a chain of command so staff have a backup option if one party is unreachable.
To ensure employees meet or exceed expectations, discuss the desired workload and pace, and set a timeframe for follow-up and evaluation. Then, provide teammates with resources such as checklists, weekly self-evaluation forms, and project management boards so that employees can track their own progress, too. No doubt as COVID-19 vaccines become more widely available, companies will be revising their positions on remote work to reflect the latest developments. But even if most workers go back to the office, no one who is working today will ever look at remote work the same way after the pandemic. Giving your people the right tools helps them feel more connected and turns them from isolated individuals to a powerful team. And when you combine the above platforms, you make it possible for them to work together anytime on any project.
Your company’s work culture is the collection of values, attitudes, habits, and goals shared by your company and your employees. A remote work culture is very similar, except it’s more heavily influenced by technology. The tech tools, digital processes, virtual activities, and even the language your team uses (text, emojis, GIFs, etc) play a bigger role in forming your culture.
Understanding why a company exists and what is essential allows you to build a more cohesive team, makes decision-making much easier and allows for a sense of connection to the outcome. When you have this level of clarity, you can start to attract those who believe in the company and want to be a part of it, as well as repel those who are not on board. In my experience, people want to know their work matters and be a part of something bigger. While many companies have core values and mission statements, they are often just on the website and aren’t shown in action throughout the company.