This is Part 1 of our 3-Part Series – Continue your learning and check out Part 2 & Part 3.
This is your one-stop-shop for insights covering everything from interviews, onboarding, async communication, learning & development and so much more. We’ve compiled the top tips, tactics, best practices, and real-world examples of remote team management.
Let’s dive in.
In Terminal’s developer 2020 Report, 9 out of 10 developers surveyed told us they believe the developer interview is fundamentally broken. Frustrations like disorganization, too many rounds, and long delays in communication are turning them off of companies.
With many employees now partially or fully remote, it is the companies that reinvent their interview processes that will win candidates.
Here are a few things to consider in making your remote interview as pain-free as possible:
Of course, continue to run tech interviews and make sure they have the skill sets needed, but a barrage of code reviews and exercises can turn people off the process.
Look for ways to analyze how they solve problems, such as a systems design interview where you can work through a problem together.
Ensure to take cultural differences into account. Developers in Mexico, for example, don’t commonly create long, detailed resumes and they prefer take-home exercises versus synchronous whiteboarding.
Taking time to learn about interview best practices in each region can help you overcome subconscious bias from entering the process
Autonomy, proactivity, collaboration, and strong written & verbal communication are just a few of the things that can make or break a remote employee. Be sure to screen for these using some of our included questions.
Check out Terminal’s Definitive List of Remote Developer Questions
Onboarding can make or break the employee experience at any company, remote or not. A great onboarding provides a sense of community that leads to long-term job satisfaction.
Studies show that organizations with a strong onboarding process improve new hire retention by 82% and productivity by over 70%. Most importantly, don’t just rely on HR to run an onboarding system for the whole organization. Spend some time building out an intentional program for your teams.
Here are three main themes that drive our onboarding framework:
Trust is an often talked-about topic in remote work. Lack of visibility into the day-to-day efforts of remote team members can invoke fear in managers – even though the data tells us productivity for remote work is usually much higher.
The good news is that trust can be created and maintained by knowing your team is meeting their goals – and then creating mechanisms to track progress and hold your team accountable.
You can set goals all day – but unless you’ve built mechanisms to help the team get work done and be accountable for those goals, it’s possible some team members may fall short.
Communication can be a huge time suck for remote teams – be sure that managers are giving team members time to get work done.
Try setting aside two, three-hour focus blocks a week. During this time no meetings are scheduled, the team turns off Slack, email, and other distractions so everyone can just work.
As you begin the process of creating goals, be sure not to do it in a silo. Remote employees often feel like goals and projects are thrust upon them, furthering that visibility and trust gap. Meet with your team for a quarterly goal-planning exercise and listen to what they see as important projects as well as what’s achievable for them each quarter.
Build mechanisms where team members report on the progress of their goals each week, whether that’s an async update or a round-robin during the weekly team meeting.
Instead of going over status updates, use your 1:1s to coach and develop your report, resolve problems or blockers to their work and help them advance professionally. Encourage your direct reports to create an agenda for their 1:1s so they take charge of their performance.
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