Your organization has been successful in managing COVID-19 and all of its implications for businesses, but you might be finding that remote work has become more of a way of life rather than a temporary situation. A recent Gartner survey of company leaders found that 82% plan to allow employees to work remotely at least part of the time post-pandemic and 47% will let employees work from home full-time. Furthermore, a PwC survey of CEOs revealed that 78% agree that remote collaboration is here to stay.
Toptal has always had a distributed workforce. As a thought leader in the remote work space, Toptal published The Suddenly Remote Playbook in April 2020 to advise companies that had to make a rapid transition into remote work situations. As someone leading a remote engineering team, you might be thinking that you need to revisit—or determine—best practices.
In particular, it can be tricky to manage a remote engineering team and make sure they have what they need to work to their potential. You had an in-person process for teamwork; is your replacement strategy as robust? Your company structure was good enough when you could physically see who was where in the hierarchy; is it still relevant?
Some tech companies (e.g., Reddit, Twitter) are embracing remote work and evolving their workforce accordingly. Others, such as Microsoft, have adopted a hybrid approach, letting employees work from home up to 50% of the time. What’s clear is that the future of work has undergone a seismic shift, particularly as the sought-after demographic of highly capable tech workers has proven that remote work is possible. Whether or not companies prefer to go back to the previous world of cube farms, that decision is no longer entirely up to them.
In this on-demand webinar, Toptal Engineering Manager Marco Santos talks with James Bourne, Editor-in-Chief of TechForge Media, about the new best practices for remote engineering teams. Toptal was an early adopter of an all-remote business model—and is one of the leading remote workforces worldwide, with more than 600 full-time employees and a global talent network with freelancers in 126 countries.
Some of the key topics include:
- Establishing the frameworks necessary to drive changes in behavior
- Using accountability and alignment to make autonomy successful
- Building trust in a remote culture with a high “say:do” ratio
- Discovering the magic of asynchronous communication
- Increasing collaboration in a remote setting
Click here to watch this on-demand webinar and learn more about the policies and pitfalls of leading a remote engineering team—and how to turn an all-remote workforce into an advantage.