Hiring and Managing Remote Teams

The Washington Post recently reported that as of November 2022, 15% of job postings on Linkedin were for a remote position. However, 50% of all applications submitted within LinkedIn went towards those 15% of jobs. Additionally, reports have shown that remote workers are more likely to be disengaged, leading to early termination or quitting. 

Hiring remotely offers many benefits to a company, such as access to a larger pool of talent and potential cost savings. However, it can also present unique challenges and making a bad hire puts you back to step 1. 

Here are 10 important principles to remember when hiring and onboarding a remote worker:

1. Clearly define the job responsibilities and expectations |  Outline the specific tasks and goals for the role along with the skills and qualifications. Vet those skills and qualifications, and make sure that from the first conversation the expectations of the role are clear. 
   

2. Communicate regularly and effectively | Of course, you and other remote workers are in varying physical locations. With this in mind, it is necessary to establish regular, and clear communication channels. This could include regularly scheduled meetings, email or slack updates, or the use of project management tools to maximize collaboration.
   
   Be aware of meetings that may be unnecessary, and overcommunicating that may be viewed as micromanagement.*
   

3. Establish clear guidelines for communication and collaboration | Continuing on the communications trend, set expectations for how and when remote workers should communicate with their colleagues and how they should collaborate on projects. Don’t assume the worker understands best practices already established at the company.
   

4. Trust and empower the remote worker | Perhaps one of the most difficult for Founder and Business Leaders: “let go”.
   
   It's essential to trust that the remote worker is capable of completing the tasks assigned to them and of giving them the autonomy to do their job effectively. If the expectations and goals of the remote worker are clear, you can measure them objectively based on that. After all, you hired them - right? Allow them the opportunity to succeed, and if they don’t, the opportunity to coach presents itself.
   

5. Provide the necessary resources and support | Ensure that the remote worker has access to all the tools and resources they need to be successful in their role. Additionally, asking them if they need anything to help them be successful frequently in 1:1s is an excellent practice.
   

6. Be flexible and accommodating |  Remote work often requires a certain level of flexibility, both for the remote worker and for the company. Be open to accommodating different work schedules and time zones, as needed. Don’t forget, the best leaders are also the best action takers, lead by example and create a work environment that encourages communication.
   

7. Set measurable goals, track progress & offer regular performance feedback | In an office environment, it’s easier to track progress, and goals as it occurs naturally in most in-person settings.
    

8. Offer regular performance feedback | Following up on goals and tracking progress, it is easy to develop an “out of sight, out of mind” mentality with a team that you do not see in person. This approach often leads to lack of engagement and poor performance. As a part of setting goals, and creating great meeting cadences, make it a priority to offer regular performance feedback outside of your business’ formal performance reviews.
   

9. Provide the tools for success  | Remote work relies on technology, so it's important to invest in tools and resources that will help your team stay connected and productive. By providing your team with the right tools and resources, you'll support their success and take a step towards fostering great culture.
   

10. Continue building culture | As mentioned in the foreward - reports have shown that remote workers are more likely to be disengaged, leading to early termination or quitting. In person and remote cultures are different, and while many may think they can operate the same, they simply cannot. Keep this in mind when engaging with employees remotely. 
    

All in all, it is not easy to build or lead a remote workforce. However, the benefits are wonderful if done properly! At Capstone Business Consulting, we can help you build your remote workforce, audit your existing workforce, or help you develop strategy on how to proceed with or without.