Fully distributed? Hybrid? The reality for many companies is that a subset of your employee population will be working from home at least partially for years to come. How do you gauge how best to design your policies and programs to support this new reality?
This section is designed to help HR and business leaders make more informed decisions about how and where their employees will work, and the accompanying logistics associated with those decisions. From determining how to orient your policies to exploring how to determine compensation, the curated resources in the sections above will help you make better decisions for your companies and teams.
“72% of U.S. office workers would like to work remotely at least two days a week.” (
COVID-19 has shown us what organizations can accomplish. Just days after the illness caused by the novel coronavirus was officially labeled a pandemic, many had managed to get more than 90% of their staff working remotely. Jobs that we never imagined could be performed remotely—like call center operator, financial trader, and many more—suddenly and successfully were handled from home. Now, in many places, pandemic-associated restrictions are easing and companies are turning their attention to bringing people back to the workplace.
"A best practice has emerged among remote companies: variable pay based on the employee’s geographic location. It’s logical, rooted in good intentions, designed for transparency, and optimized for fairness. But regardless of the intention, I believe it’s the wrong approach.”
Stripe Inc. plans to make a one-time payment of $20,000 to employees who opt to move out of San Francisco, New York or Seattle, but also cut their base salary by as much as 10%, according to a person familiar with the matter.
Despite its ubiquity, Brex is moving to become less physically centered in the Bay Area. It’s the latest company to make changes forced by the coronavirus pandemic permanent by announcing to employees late last month the company will go “remote first.”
The work-from-anywhere era changes everything about compensation (Fast Company)
Some of the tech industry’s giants have been dealt a giant blow by the COVID-19 crisis, laying off thousands of employees in San Francisco in recent weeks. These companies—and many others—are now looking at a future that includes moving entirely remote, or shifting to a hybrid policy in which employees are in the office only on certain days.
This guide outlines the legal and finance challenges that companies often navigate, when building a remote-first workforce. Rather than offer prescriptive steps to regulatory gray zones, this resource highlights judgment calls that leaders should anticipate making, including outlining risks and rewards. Throughout each section, we’ll share our experience at Doist, a remote-first company, on building and scaling remote operations over the last 12 years. Today, our team consists of 69 people in 52 cities in 25 countries.
Ford Rethinks the Office, Betting That Work Will Be Partly Remote Longer-Term (Wall Street Journal)
The No. 2 U.S. auto maker asks 30,000 employees to clear out their desks to make way for workplace revamp
When Second Home, a London-based coworking company opened its first U.S. location in Los Angeles in September, its planners couldn’t have imagined they’d be facing a pandemic within a year’s time. But Second Home’s unusual design has allowed the shared space to continue functioning at a time when other nonessential office buildings remain shuttered in L.A. County.