Oct 2, 2019
Remote work, once rejected by many in the business world as unworkable, is frequently becoming the standard for many organizations.
Dispersed teams largely took hold over the last ten years, thanks to forward-thinking tech startups who saw an opening to recruit hard-to-find talent without being restricted by geographic position.
When it became clear that scattered businesses could be a thriving model, other startups were ready to continue this leadership trend. Now, even robust, entrenched businesses are penetrating the remote market, including Stripe, Amazon, Dell, and Aetna.
Over the past several years, we have witnessed firsthand the transformations in the way that remote companies are regarded in the business world. Before that, such firms had a much more challenging time being subsidized or acquired. Investors and entrenched companies were suspicious of the approach, usually with objections, such as the challenge of supervising workers outside of the office or the need for employees to engage face-to-face to collaborate. Eventually, time has shown that such concerns were baseless. Workers are, indeed, capable of maintaining their schedules, and software programs like Slack make collaboration a breeze.
It should be no wonder that for scattered employees of companies, being able to allow remote work has been a competing influence in the talent hunt. While it’s unquestionably not for everyone, many likely workers view the capacity to operate remotely an important perk. Moreover, according to new research from Harvard Business School, remote jobs contribute to higher productivity, fewer turnovers, and more inexpensive organizational costs.
Though it is currently popular for spread out businesses to accommodate employees’ wages based on individual cost-of-living regions and local labor markets, an improving remote job market is presumed to make those differentiations unnecessary and obsolete.
There is a remaining competitive edge for distributed companies that may be seen in the differentiation between a completely remote vs. a somewhat remote company. Customary office-based businesses, like Stripe, are expected to go for a partly remote unit, with many workers still operating in-office. Entrenched companies come with set organizational cultures and methods of communicating, and remote employees are inclined to feel outside of the loop if the company culture has not developed to support the thriving remote worker. For example, remote workers in somewhat remote businesses may miss out on relevant discussions that occur in person at the facility, and this can lead to such workers feeling separated from the culture-at-large. If remote employees feel separated from other team members, they will not be able to do their duties adequately.
Remote-first businesses promote, by demand, a company culture of connection intended to work with disseminated crew members. They tend to support written, asynchronous interaction, and they appreciate clarity and strengthen team union with frequent in-person team gatherings.
For startups to continue competing with traditional companies, they must offer perks of the job that might not be as universally attainable in conventional office settings. One such perk is the capacity to have flexibleness in the company culture and work environment, meaning that workers would have the option to work in a cafe or other convenient spot instead of exclusively on-site.
Remote work, once dismissed by many in the business world as unrealistic, is increasingly becoming the norm for many companies.
Distributed teams largely took a foothold over the last decade, thanks to forward-thinking tech startups who saw an opportunity to attract hard-to-find talent without being limited by geographical location.
When it became apparent that distributed companies could be a successful — even thriving — model, other startups were quick to follow suit. Now, even large, established companies are entering the remote market, including Stripe, Amazon, Dell and Aetna.
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