How 'remote' are you?
Which different remote models exist today? Here is an overview on working definitions and recommendations.
CONTEXT
‘Working remotely’ is a concept that has grown a lot since COVID-19. A quick job search and many ‘remote’ roles will appear - but what do they mean?
DETAILS
There are different ways of working remotely and each company is - intentionally or not - designing their path. Although there are no blueprints for remote work, a few guidelines are helpful to understand ‘remote work’ elements and help us identify a company’s operating status:
No Remote Work:
Some companies don't allow remote work due to business nature or leadership mandates.
Employees usually need to live nearby or have a long commute. Challenges include limited employee flexibility, engagement, and retention.
Remote Time:
It is often advertised as a perk, like “remote Fridays”. Those are companies that tolerate remote work, but not as the norm.
It’s a progression from the previous model, as it offers greater flexibility, but employees still must live close to the office and commute most days.
Remote Exceptions:
Most work in-office, while some exceptions work remotely due to role or location.
Benefits include easier access to talent and 24-hour support, but challenges include potential disconnection and high turnover.
Remote Allowed:
The office is still the company's center and is usually where leadership works. Remote work is permitted for all employees with few exceptions.
Offers flexibility but may lack adequate support for remote employees.
Hybrid-Remote:
The office is no longer the center. Some employees can work remotely 100% of the time, while others commute to physical offices.
Benefits include flexibility and potential productivity gains, but managing two work styles can be burdensome.
Remote Days:
The entire company, including executives, works remotely on specific days.
Promotes equitable remote experience and reduces commute but requires strong workflows to manage workplace shifts. It also requires employees to live near the office.
Remote-First:
Organizations optimized for remote work, with documentation, processes, and policies supporting remote operations.
Offers flexibility and greater productivity. It’s easier to access talent, but engagement monitoring, trust, and connectivity challenges may arise.
Remote Only:
No physical office. All the work is done remotely with a bias towards specific time zones.
Offers benefits of remote work but may face challenges with synchronous work and sourcing talent outside preferred time zones.
All-Remote:
No physical offices, global workforce across multiple time zones.
Promotes asynchronous communication and global talent acquisition, but challenges include loneliness and culture building.
CLOSING THOUGHTS
Work models have become increasingly fluid in today's dynamic business environment, yet no one-size-fits-all solution exists. How a company operates speaks volumes about its organizational culture and significantly influences the type of talent it attracts. Every approach has its trade-offs, making it crucial to design work models intentionally and thoughtfully.
This principle applies equally to employees. Reflect on what work model best complements your working style. How can we shape a working model that meets organizational goals and fosters individual growth and satisfaction? In which environment can you truly excel? What are the existing bottlenecks that need to be addressed for your optimal performance?
Share your thoughts!
Resource shout-out: https://handbook.gitlab.com/handbook/company/culture/all-remote/stages/