Remote, not Disconnected: Cultivating Strong Teams through Covid and Beyond
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The document discusses best practices for managing remote-first teams, including hiring, onboarding, and creating a supportive work culture. It emphasizes the importance of communication, employee happiness, and adapting management styles to suit remote work environments. The content is based on a presentation by Andrea Hoffman, who has experience in remote team management and emphasizes the need for clear expectations and benefits tailored to remote workers.
Remote, not Disconnected: Cultivating Strong Teams through Covid and Beyond
- 1. Remote, not Disconnected Cultivating Strong Teams through Covid and Beyond March 3, 2021
- 2. What do we want to accomplish today? ● Best practices for hiring remote-first teams ● Designing benefits for remote-first teams ● How to design and implement a remote-first culture ● How to engage and motivate remote teams ● Shifting management style and expectations for remote staffers ● Maximizing happiness and efficiency while working from home
- 3. Who am I? ● Located in Milwaukee, Wisconsin ○ Worked with colleagues across the US, London, the Netherlands, Ukraine ● Background in project and client management ● Process and efficiency expert ● Developed and implemented remote onboarding programs for an international marketing agency ● 8 years as a project manager for an educational association where they said the job couldn’t successfully be done by remote teams Andrea Hoffman Director of Delivery at Hum
- 4. Who is Hum? www.hum.works Remote-first Virtues and Practices Tech Company - Software for associations, societies & member orgs What We Do Our Culture
- 5. Remote-first Telework Work from home (WFH) Let’s get the jargon out of the way Remote work Collocated
- 6. March 12, 2020 March 12, 2021
- 7. What brought you here today?
- 9. Hiring and Onboarding Crafting a better job description Screening questions + more descriptive job title International tax filings 1 2 3 Regional salary considerations 4
- 10. Hiring and Onboarding Technology Stipend Personal User Manual Documentation and “hands on” training 1 2 3
- 11. Andrea’s Personal User Manual Personality & Characteristics Meyers Briggs: ESTJ, described here as “the efficient organizer” Workstyles & Decision Making Communication Work Life Balance When we have 1:1 meetings, assume you have my full attention and am not working in the background. I sit on an exercise ball, so I tend to move around a lot. If you see me pacing or shifting around, it’s just my body needing to expel some energy. I do not mind interruptions! Slack messages, a quick video call, anything equivalent to dropping by my office is fine! I do protect my time with my family in the evening hours, with a hard stop at 5:30 eastern to pick my son up from preschool. My normal working hours are 9-5:30 eastern, and are reflected in my Google calendar.
- 12. Hiring and Onboarding Technology Stipend Personal User Manual Documentation and “hands on” training 1 2 3
- 14. Benefits and Practices State by state differences in worker protections “Office” perks Small group informal, virtual gatherings replace the “organized fun” in person 1 2 3
- 16. Adapting Your Management Style Establishing trust Clear expectations with open communication Aiming for fairness 1 2 3
- 18. Maximizing remote work happiness What do you need to be happy at home?
- 19. High speed + reliable internet Proper ergonomics at their home workstation Clear boundaries for your working hours Occasional team gatherings Flexibility with start time depending on kids’ schedules Semi annual formal reviews Broad participation in company wide planning ...and more
- 20. What are your takeaways from today? Maximizing happiness Shifting management style and establishing expectations How to design and implement a remote culture Basic practices for hiring remote teams
- 22. Thank you andrea@hum.works Andrea Hoffman Director of Delivery at Hum