David DeSantos, Product Manager at GitLab, knows a thing or two about remote working. Indeed, since 2011, when it was created, the DevOps GitLab platform has been operating in “full remote”, that is to say entirely in telework.
Today, the company has 1,800 employees worldwide, which has brought together some 100,000 customers. And this, without ever having to go to the office.
A total commitment
Based on its experience, the company published a guide to remote working in May, “2022 Remote Playbook (in English)”. Its goal is to showcase the company’s best practices for supporting and developing its remote workforce.
For David DeSantos, all companies can switch to a fully remote model. But on condition of being completely committed. It will indeed be necessary to accept telework, but also staggered and asynchronous schedules, new communication, a different corporate culture and management, and above all to focus on inclusion above all.
“You have to be determined,” he insists to ZDNet. “Talking about inclusion may seem trivial, but it’s really what will allow you to work seamlessly and collaboratively, not just relying on Zoom to talk [à vos collaborateurs]. »
An unattached workplace
According to data from Owl Labs, 16% of companies worldwide have an all-remote model. In other words, more than one in ten companies operate without any physical presence – neither in an office, nor on a seat, nor in any dedicated workspace.
There are many motivations for a company to choose a fully remote model, starting with the financial reasons: by depriving yourself of an office, you reduce overhead costs including rent, maintenance, energy and all the associated personnel. to the premises.
But, as we understood at the start of the pandemic, sending your employees home with a laptop under their arm is not enough to set up an effective teleworking model. For a transition to total telework to be successful, the company must think about it, plan and invest strategically in the long term. Here are some tips to achieve this.
Rearrange the virtual workspace
And this strategy must start with a reorganization of the virtual workspace to make it more collaborative, explains David DeSantos. The latter also stresses the importance of moving to “asynchronous communication” so that employees working in different time zones are not excluded from important meetings, decisions or news concerning the company.
“If you decide on a completely remote model, you have to think that nobody will read the post-it note hanging on the notice board in the kitchen of the office”, says the leader. “You have to make everyone feel included,” he adds, “whether they’re on the call or not.”
Communicating asynchronously doesn’t have to be complex. Recording a Zoom meeting and making it available to all employees may be sufficient. Or, send emails with important company news. The main thing is that all your employees are aware of what is happening in the company.
“Early on, we found ways to communicate asynchronously as much as possible and limit synchronized meetings,” says David DeSantos. This is what “allows employees to be more connected to the company and to feel more included”.
Document everything
For companies that choose “full remote”, you have to be proactive in terms of documentation. Which doesn’t just mean taking notes during Zoom meetings and sending call transcripts to employees (although David DeSantos encourages them to do so). One must also be diligent in documenting the organizational process, corporate culture and solutions.
David DeSantos encourages the creation of company manuals that allow employees, regardless of their location and time zone, to have access to the most important company information when they need it. Unannounced and informal discussions should also be recorded, for greater transparency within the company.
Social interactions being more difficult in a remote work context, the company must think about creating opportunities for connections. For example, GitLab offers its employees virtual coffee breaks, where everyone can invite a colleague or peer for a casual 25-minute chat. David DeSantos explains that putting them in place “created a much more inclusive environment”, adding that “everyone felt more engaged”.
Contact in the real world is also important. That’s why the head of GitLab – who recognizes the pain points and pitfalls of working relationships built solely through screens – encourages companies to organize physical events to allow employees to meet, interact and socialize in the real world. He adds that some employees may also work together in coworking spaces, a few days a week.
Hire a “telecommuting manager”?
But how do you effectively lead an entirely remote team? Management is different for all managers, and those who are used to supervising their direct subordinates can be confused in the exercise of their function remotely.
In this case, David DeSantos suggests creating a “telecommuting manager” position. The latter will be responsible for driving the strategy, operations and experience of employees in terms of remote work. And he will be “constantly on the lookout for the pitfalls of teleworking as the company develops”, specifies David DeSantos.
According to him, the telework manager must be used to prioritizing the employee. His technical training will be less important than his ability to think outside the box and feel empathy for his collaborators.
Put the employee first
Which brings David DeSantos to his final recommendation: put the needs of employees first and lead by example. “Look at your organization and ask yourself if you can be more transparent with your team members,” he suggests.
“In some companies highlighting their desire to move to full telecommuting or hybrid working, I have seen that leaders continue to come to the office. In that case, the employees think they should probably go too,” he says.
And to conclude: “As a leader, I am more transparent here than I have ever been in my career. Because I want everyone, no matter where they are, to be aware of what I’m doing. And for that, I have to be aware of what I’m doing. »
Source: ZDNet.com