Redefining HR for the Post-Covid Future of Work
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The "future of work" is now. The events of 2020 have propelled the field of HR forward and created an opportunity for a rethinking and resetting of how we design work practices that best serve all employees, our companies, and each other.
The role of HR has never been more important. To meet this moment we must work together to share ideas, practices, and what we’re learning. This resource is the result of a collaborative effort aimed at curating resources and tools to help businesses design and think about what’s next.

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There’s no way to know exactly how, what, and when “work” will look differently on the other side of the pandemic. Our only certainty is that it won’t be the same. These resources aim to help educate and inspire those who are designing their future work strategies and structure, gauge how others companies are approaching this, and find resources to support their decision-making.

“Our Best estimate is that 25-30% of the workforce will be working-from-home multiple days a week by the end of 2021.” - Kate Lister, President of Global Workplace Analytics

Like all open-source projects, this doc gets more useful with your contributions. The section below breaks down how to contribute and review the resources within the doc.

Learn more about why I create this open-source project in the podcast below.


How To Use This Doc

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⚠️ Disclaimer
The content contained in this document is crowdsourced so not independently verified. If you see an update for your company that is not accurate, please
me.

Special thanks to Kenny Mendes, Shelby Wolpa, Kim Rohrer, Ciara Lakhani, Dipti Salopek, Tami Rosen, Melanie Oberman, and Michelle Wagner for their contributions to this project.

The Full List (use the top nav to view by topic)

Section
Category
Link/Source/Title
Description
Vote
Going Remote
Announcements
Employees can work from anywhere
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2
All employees can choose office/remote/hybrid
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2
Employees can work from anywhere through Jan 2021
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1
Employees can work from anywhere
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Permanently transitioning to hybrid work model with remote and onsite
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Remote-First
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Remote-First
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140,000 employees can wfh 2-3 days/week
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Most employees have option to wfh permanently
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1
Remote-First
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All employees can choose office/remote/hybrid
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1
Remote-First
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Aetna plans to keep the majority of its office employees working remotely until at least the start of 2021
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Remote-First
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Facebook plans to keep staff working remotely until July 2021
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All employees will work remotely through January 1, 2021
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Infosys plans on having 33%-50% of its workforce work from home permanently
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Employees have option to work from home at least through January 19, 2021
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Employees have option to work from home through August 2021
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Org Design
Beginning in Jan 2021: @office: 3+ days/week @flex: office 2 or less days/week @home: Majority of time at home
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Occasional Remote Majority WFH in cities with an office Remote outside of office cities
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Employees can work anywhere within 4 hours of PST. Comp will be leveled with geo market ranges in 2024.
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Going Remote Resources
Shishir Mehrotra/Coda - Shishir’s Guide to Distributed Teams
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2
BCG - What 12,000 Employees Have to Say About the Future of Remote Work
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1
Fast Company - Gitlab’s Radical Vision for the Future of Work: Extremely Transparent and Incredibly Remote
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1
EY - Why remote working will be the new normal, even after COVID-19
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Gartner - Work-At-Home After Covid-19—Our Forecast
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Gartner - What CIOs Need to Know About Managing Remote and Virtual Teams Through the COVID-19 Crisis
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Gartner - 9 Future of Work Trends Post-COVID-19
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McKinsey - Reimagining the office and work life after COVID-19
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PwC - PwC’s US Remote Work Survey — June 25, 2020
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recode - Office work will never be the same
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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.
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The Atlantic - The Workforce Is About to Change Dramatically
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A calculator to gauge how much could your organization benefit from remote work?
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WSJ - For Many, Remote Work Is Becoming Permanent in Wake of Coronavirus
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Compensation
VMware Remote Workers Who Relocate Get Pay Cut: Report
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Location-based salaries will kill your startup’s culture
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"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.”
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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.
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The work-from-anywhere era changes everything about compensation
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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.”
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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.
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Policies
It’s critical that HR leaders and workforce management continue to evolve their business practices with the COVID-19 landscape to protect the well-being of their staff and the company as a whole.
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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.
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Office
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
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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.
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Goodbye, Open Office. Hello, ‘Dynamic Workplace.’
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Culture & Comms
25 tips for 25 things we've implemented at Front to keep a great culture while working remote
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15 Culture-Building Tips For An All-Remote Team
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Different ways HR will need to adapt post-Covid
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Technology executives are finding ways for their teams to collaborate and be productive as fully remote work persists during the coronavirus pandemic.
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Building Equitable Orgs
Company Plans
Black Lives Matter
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2
A blog post by Snyk’s Chief People Officer, Dipti Snyk, providing a window into their diversity as they work to build more representative company.
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1
Listening, Learning, and Taking Action
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Crunchbase’s Commitment to Fighting Systemic Racism
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The Conversations Changing Our Company
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Supporting Black and Diverse Communities
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Our Commitment to Racial Equity
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Harvard Business School Anti-Racism Action Plan
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Addressing Racial Injustice
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Listening and Acting
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Taking Action for Racial Equality and Justice
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A Long-Term Plans for Anti-Racism at Skillcrush
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Our Plan to Become an Anti-Racist Force in the Recruiting Market
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We Stand in Solidarity & Support
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Being an Anti-Racist Company
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The Path Forward - Cultivating an Antiracist Company Culture
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A letter from Guru Gowrappan CEO, Verizon Media
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Equitable Org Resources
7 Examples of How a Company Can Take Action to Become an Anti-Racist Business
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1
Companies are speaking out against racism, but here’s what it really looks like to lead an anti-racist organization
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1
U.S. Businesses Must Take Meaningful Action Against Racism
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Today’s business leaders are highly motivated to fix all forms of discrimination within their organizations. But gender- and race-based pay inequity are proving to be among the most troubling elements of this issue today.
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How to build an actively anti-racist company
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1
Some Companies Say They Want to Be Antiracist. What Does That Mean?
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1
Aspen Institute Digital Anti-Racism Pledge Tracker
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The 10 Commitments Companies Must Make to Advance Racial Justice
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0
How to turn corporate antiracism from promise to practice
Upwork’s Head of DIB Dr. Erin Thomas shares tips on building antiracist practices
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Amid widespread protests against racism, HR leaders must acknowledge the emotional toll on employees and create safe spaces for candid conversation.
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6 Action Steps To Build an Anti-Racist Workplace
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Here’s What Companies Are Promising to Do to Fight Racism
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Racial Equity Action Plan Examples
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Three things organizations that are truly committed to racial equity — not only in the world around them, but also within their own workforces — should do.
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HR Ops
Org Design
Building on my personal experience leading distributed organizations, and my deliberate study of highly-remote organizations over the past six months, two key factors informed my approach to strategy development outlined below.
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1
Novartis now offers many associates the choice to decide how, where and when they work* to create the greatest impact for their role while taking personal responsibility to inform managers and align with teammates for effective collaboration, based on the nature of their work.
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The smartest, most transparent, and most progressive companies transitioning to remote will hire an executive to lead their journey in the next one to two years. This hire (or the lack thereof) will be a litmus test to job seekers who expect remote work to be supported, not merely allowed.
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Company Plans
As time passes by, it’s clear work and life are changing in significant ways. COVID-19 has weakened the network effects of cities across the world. More and more people are winding down their overpriced leases and moving elsewhere to save money or be near loved ones. These trends, along with Figmate feedback, motivated us to make some big changes. Once offices are safe to open again, we’re moving towards a hybrid model, where we offer both in-person and remote work options. This is a departure from the mostly in-person approach we had before COVID.
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Future of HR Resources
Exploring a range of possible new HR jobs as we redesign the field post-pandemic
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Even before the changes brought by 2020—particularly COVID-19—companies that were early to adopt and understand how to engage
successfully gained a competitive advantage. Now that remote work has become the new normal rather than a rare exception, businesses that can pivot and play to their distributed teams’ strengths will gain traction.
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Our North American leader talks work flexibility amid COVID-19
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Benefits depend on where people work, and the kind of job they have, a new survey finds, highlighting disparities that predate the pandemic.
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Performance
You may have conducted hundreds of performance reviews over the course of your career, but in the era of Covid-19 everything is different. You and your team have been working remotely for months now in an extremely difficult situation. How do you begin to evaluate your employees’ performance at such a challenging time? How much should you consider the impact of Covid-19 on your assessment? And how do you make sure you’re fair-minded given everyone’s different circumstances?
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In this article, we provide some options, perspectives, and things to consider before you close out your current or begin your next performance cycle.
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At many companies, June is usually the time when mid-year reviews are held. This year, however, employees are facing a number of stressors that are outside of their control — from the ongoing challenges created by COVID-19 to the recent reports of violence against Black communities and the ensuing protests against racial inequality. Because of that, some talent leaders have questioned whether it’s fair to proceed with performance reviews as planned.
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Pre-COVID-19 assessments were easier to deliver because many times teams were in the same workplace. But interactions aren’t as visible when they’re done over Slack or email, says Staples. As a result, leaders must take a more intentional approach to gather information and connect with employees.
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69% of employees say they would work harder if they felt their efforts were better recognized. Nearly one-quarter of employees that don’t feel recognized when they do great work have interviewed for a job in the last three months, compared to just 12% that do feel recognized. And recognition is the number one thing employees say their manager could give them to inspire them to produce great work.
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Recalibrating key performance indicators (KPIs) is essential to ensuring that remote work actually works. Enterprises that want the best from their workers — and for their customers — innovatively invest in digital accountability, but these efforts must acknowledge and respect newly blurred distinctions between work and home life. Digitally colonizing people’s homes is not an option; workforce mood and morale matter. Thoughtful leaders grasp the need for a healthy coexistence.
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A few companies are intentionally separating rating and pay decisions during COVID-19. They point to the mixed messages an employee receives when getting a rating that does not align with their performance. This misalignment leaves companies more exposed to potential litigation if they later sever employees due to performance.
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Learning
Consider the following alternative strategies to keep investing in employee development when you don't have the same budget anymore.
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As businesses around the world postpone and cancel in-person meetings in response to the novel coronavirus (or SARS-CoV-2), which causes the COVID-19 disease, workplace learning is emerging as one of the earliest and hardest-hit business activities. Based on our observations as of early March, roughly one-half of in-person programs through June 30, 2020, have been postponed or canceled in North America; in parts of Asia and Europe, the figure is closer to 100 percent.
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Some may find remote working beneficial for the organization and decide to continue to operate with a remote workforce or a hybrid of office and home working. This shift may create challenges for managers looking to maintain workplace learning among employees. Here are a few ways in which leaders can evolve their training and development programs to reflect this shift.
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Because in-person training may not be an option during the COVID-19 era, many companies might assume that online training is the only choice. In fact, many HR departments were already relying on e-learning before the pandemic. According to LinkedIn's 2019 Workplace Learning Report, 59 percent of survey respondents reported spending a larger percentage of their training budgets on online learning and 39 percent reported spending less on instructor-led classroom training between 2017 and 2019.
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Recruiting
This article is an excerpt from our Twist Remote Work Guide,
. Read the full guide and stay for other resources on
,
, and
Each guide is infused with months of research on best practices for distributed teams and includes expertise from the top remote and distributed companies in the world including Buffer, Stripe, GitLab, Help Scout, AngelList, and more!

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Over the past few weeks, the Novel Coronavirus (COVID-19) pandemic has undoubtedly impacted all aspects of modern business practice. In fact, according to Gartner, it’s estimated that as many as 88% of organizations have either encouraged or required their employees to work from home – numbers that are indicative of a first-of-its-kind virtual workforce around the world. What’s more, some industries are experiencing an increase in demand for workers, and they are working hard to hire – aggressively. Just consider grocery chains, pharmacies, companies that provide technology to enable virtual work, and, of course, hospitals.
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Talent acquisition teams are having to adapt their hiring practices accordingly, putting an immediate stop to face-to-face interviews and adopting virtual processes instead. Under these strange new circumstances it’s imperative that we don’t lose the human touch while doing so, especially in regions going through strict quarantine measures that are leaving candidates (and the population at large) feeling isolated.
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The COVID-19 pandemic has dramatically shifted how businesses operate. Around the country, business leaders, colleagues, and candidates are going into self-isolation in accordance with CDC guidance. Given the critical need for social distancing, handshakes and face-to-face interviews are no longer appropriate.
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Before each hire, I spend time sourcing and reaching out to passive candidates to get them excited about the role we’re about to hire and to build out a more diverse pipeline before we’re ready to launch. It’s imperative to send each candidate a personalized outreach email that shares some of the highlights of the role while also giving meaningful examples about why they’d want to work at Help Scout.
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If you’re one of the companies still hiring in the midst of the pandemic, you’re likely going about it in a new way. From where you’re looking for talent to the interview and onboarding process, social distancing is impacting recruiting in a myriad of ways, and just how much will depend on your industry.
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Here is some insight into the approach we’re taking to manage the candidate experience with empathy and transparency at my organization, Cigna, during the COVID-19 crisis.
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Scaling Your Remote Team: The Remote Guide to Hiring (Twist)

However, hiring the best across borders isn’t without its challenges. Additionally, once you’ve made a great hire, proper onboarding is crucial for keeping them. This guide will distill down the lessons we’ve learned in growing our team at Doist to 69 people across 25 countries and 52 cities. We’ve also included advice from remote teams like Help Scout, Buffer, Automattic, and WeWorkRemotely on how they’ve scaled their teams.
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Flexible Work
Flexible Work Resources
Coronavirus: Flexible working will be a new normal after virus
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0
Why long-term flexible work options could be a game changer for women
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0
The pandemic’s toll on working parents is explored in this NYT piece
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Our North American leader talks work flexibility amid COVID-19
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The Design of Work Post Covid-19
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Sixty-three percent of parents said they felt they had lost emotional support during the pandemic. According to a study from Harvard’s Graduate School of Education, 61 percent of parents of 5, 6 and 7 year olds in Massachusetts agreed or strongly agreed that they felt “nervous, anxious, or on edge” because of the pandemic.
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Workers want flexibility. After COVID, they just might get it: Poll
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The State of Flexible Work Arrangements
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A plan for opening up your office during covid
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