How did you implement a remote work policy?

10up Inc.

It was our policy from the beginning!

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1Password

It was pretty organic. The first few people we hired were from our customer support forum. They were people who already used 1Password and loved it enough to help us make it better and help other people who were struggling with aspects of it. From there, the team continued to grow remotely by word of mouth for a while, until we started posting jobs more officially in 2017.

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Acceleration Partners

Organically, we are growing and learning as we grow how to continually make this a great place to work and how to remove (or make better) obstacles in remote working.  We are always looking at industry best practices.

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Aha!

We did not implement a remote work policy. Building a distributed company was our intention from the start. Dr. Chris Waters (my co-founder) and I wanted to leverage the lessons we learned from our 20-plus years working in Silicon Valley. We knew that we could build a wildly successful product and company remotely — if we hired the right people.

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AirTreks

Some of both. Many people wanted some remote work. We formalized it. A recent acquisition only worked well because the acquired colleagues all went remote.

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American Express

While American Express has had a number of virtual roles for some time, our focused effort to expand the remote customer care team began about a half decade ago.

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Answer Connect

For our core business, live answering, the implementation had to be formal. We needed our customer experience associates to be able to take our clients’ calls with the same reliability they had in the call center. In addition, in order to realize the cost savings of a smaller office, we needed many employees to make the switch at the same time. So, we tested a remote location before making the change, and then moved iteratively.

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AnswerFirst

I would say more organically to begin with. We had employees volunteer to work remote to test it out. Then it became more formal over a period of time when we began to see the benefits to the company and our employees. At that time, the position was converted to a remote-only position.

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Appen

Organically. Appen has been operating mixed remote and in-office teams for many years.

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Appirio

From its inception, Appirio has had one headquarters with the rest of our United States employees working remotely. Globally, we have six offices: Indianapolis, San Francisco, Tokyo, Jaipur, Dublin, and London. Each of our global offices has varying levels of remote work flexibility. However, the remote work flexibility has been in place from day one of Appirio. We provide the tools and technology that allow our team to work anywhere in the world!

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Articulate, Inc.

Founded it from the beginning.

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Attentiv

With a startup, it’s hard to get things done being too formal–the less red tape the better. Luckily, the entire team had been used to working remotely from previous jobs, so it formed organically for us.

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Authentic Form & Function

Our remote work policy is very structured and clearly defined from the beginning. While everyone is remote, we still need our team available during (roughly) the same business hours. Before any new team member is brought on board we make sure those expectations, as well as the general daily workflow, are understood and agreed upon.

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Balsamiq

Very organically. We started remote, and we stayed optimized for working remotely. We didn’t get an office until year 3, I think.

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Batchbook

In the beginning it was definitely more organic. As our team has grown, we have implemented more of a formal policy and some systems that help us stay in touch and get our work done well.

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BELAY

We intentionally started a virtual staffing agency with the intent of showing the world how this can be done, and by living it ourselves.

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Beutler Ink

This was absolutely an organic development, rather than something we decided to focus upon.

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Bitovi

Bitovi started with remote work from the beginning and the rest is history.

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Blossom

We don’t have a formal remote work policy like tracking time or something like that. We mainly look at defining outcomes that we want to see using OKRs and then work towards them individually or in pairing sessions. This has worked quite well so far. I guess it helps if you have a team of people who are already familiar with remote and distributed scenarios.

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Boldly

We started the company as remote, so there is no other way for us!

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Bright!Tax

Organically.

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Buffer

It started organically as a result of our founders needing to leave the U.S. because of visa issues, and it was made a formal part of Buffer culture a few years later—we don’t even have an office any more.

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Chargify

It began organically — the company co-founders lived in different geographic areas. As the company began to grow, it made sense to implement a remote work policy that was a bit more formal, though we focus less on stringent remote work guidelines and more on a culture of trust and transparency.

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Ciao Bambino! Inc.

Formally. All hires are brought into the company under the premise that they work remotely.

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CloudPeeps

It happened both organically and formally. Formally in that it was something we deliberately wanted to champion and structure. Organically in that during 2014, we were struggling to find the balance of remote and non-remote – and it did come to a turning point in the company where we had to decide what we wanted to be. The decision came to the forefront when we’d just hired an incredible team member who was based in a different city than the current team. This meant we had to switch communication to be online versus in-person. Slack was a huge catalyst for making this transition seamless. All in all, I think remote work functions best when a company has committed to it. It doesn’t have to be all or nothing – in that some people might work in a centralized office, and others in satellite locations. It just has to be part of a company’s cultural fabric, processes and communication flow to work best.

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Coalition Technologies

Whenever possible, remote work should be an organic extension of the company’s personality and outlook.

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Codebusters, Inc.

It started very organically; we tried lots of different things and would discuss what we liked and disliked the most. From there, we were able to develop basic outlines which we used on new employees. With their feedback, we were able to develop an easy-to-understand and efficient way of communicating with each other and others. At that point, we implemented a much more formal exercise for getting new hires acquainted with remote work best practices.

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Collage.com

Remote work has been part of Collage.com’s company culture since starting the company in 2007 as a college hobby project with my friend and co-founder/co-CEO Kevin Borders.

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Crossover

More formally. It started with the CEO, Andy Tryba, who works remotely from Austin, Texas.  As the company grew, more and more people were hired, and they all came on as remote workers. Now we have more than a hundred Crossover team members, and they’re spread throughout the world.

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DataStax

Remote work is a core part of our culture. It is not a policy.

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Dell

Our remote work policy was implemented formally in 2009 via Dell’s Connected Workplace program. This program enables eligible team members to work remotely, at variable hours or in other flexible capacities that fulfill the needs of both their job and their lifestyle. Before Connected Workplace, flexibility at Dell was informal, with most arrangements being made one-on-one between team members and managers.

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Doist

The idea of building a remote company wasn’t something we explicitly discussed at the start – it simply grew out of necessity. One of the challenges when you start out as a bootstrapped company with an unknown brand and little cash on hand is access to talent. Hiring a remote team was the best solution to this challenge and we’ve stuck with it since day one.

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DVMelite

It was the beginning model.  Our model has grown organically into a formal model while maintaining flexibility and autonomy for our contractors.

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Edgar

Organically. We don’t even have a headquarters-type office – we’ve always hired remotely.

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Envato

As with most things at Envato, what started organically has become a little more formal now that the Envato team is around 280. Formally acknowledging guidelines also ensures everyone knows what’s available to them! In the HR team we make sure all our guidelines (the word ‘policy’ sounds a bit too formal for us!) are written in plain English. And there is usually wiggle room for personal circumstances too. We like to trial things first, see if they work, get some feedback, iterate and then try it again. We copied this idea from our amazing product delivery teams!

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Equivity

First we developed the idea for our business model, then we implemented our plans by hiring a workforce of talented employees from all over the country.

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Eyeo GmbH

Organically

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ezhome

We implemented a remote work policy formally. After our founders, our first two employees were remote—one in Wisconsin and another in Ukraine—and since then we’ve been growing both our HQ and global team focusing on finding the best people for the job regardless of location.

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Fire Engine RED

One person at a time! We’ve been all-virtual since our founding in 2001. When we were hiring our first team member, the “perfect” candidate lived in Colorado, not in the Philadelphia area. We decided not to let her location stop us from hiring her, because our services aren’t location-dependent. For our second hire, the “perfect” candidate lived in New York. Again, we hired her despite her location. After these two initial hires, we realized that by allowing people to work virtually, we could attract and hire top talent no matter where they lived.

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Five Q

Since we’ve always done it, it’s been a bit of both. It’s dynamic and continuous improvement is a must. We must adapt to the best communication platforms and consistently be growing our team’s EQ. It’s who we are, so when someone new comes on board we need to help them adapt easily and comfortably into this “world” if it’s new to them.

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Flex Professionals

Definitely organically. FlexProfessionals is owned by three moms. We started by working remotely ourselves, when it was just the three of us. Our remote workforce grew from there. We do have policies and structures in place, and we make a concerted effort to regularly review and tweak them. They need to work in a business environment that is constantly growing and evolving.

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FlexJobs

It was a natural step to build the company with a remote workforce, but it was done with mindfulness and intention. We feel that is the key to success––acknowledging and embracing the differences in managing a virtual team and doing it well.

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FMTC

We’ve always worked remotely, so our policy is rather organic. As problems arose, our policy has been adjusted to answer those challenges.

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Fog Creek Software

We put certain formal rules in place, but the culture of our remote teams continues to organically form. We pay close attention to our remotes, get a lot of feedback, and form policies based on what they need/want. For example – as our teams have grown, we’ve added communication coaching & tools and changed our offsite and structure to better suit teams’ needs.

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GitHub, Inc.

I’d definitely say it came about organically as a result of both the way the company grew and the nature of our product. We’ve always tried to be clear and explicit about our policies around remote work though, because it’s really important to us that everyone’s expectations are on the same page.

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GitLab

It started organically. We didn’t know how it was going to be, but every week we add important information to our GitLab Handbook. We like to have everything there and to keep it clear for everybody. We want it to be great, so we fix and improve it all the time.

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Go Fish Digital

It started day 1.  We were an early company to be fully remote (6 years ago), so it is just so natural for us now. We started with almost no ground rules, but over time we’ve added in some tools and standards so that expectations and communications are clear.

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GobySavvy

Our remote work policy started organically when the founder, Ryan O’Connor, unexpectedly attracted clients from around the world–Australia, UK, India, U.S.– looking for help improving the User Experience of their apps and websites. As a small agency, it made perfect sense to recruit talent from around the world to support this global need for talent.

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Goodway Group

As we transitioned from being a traditional print marketing company to an all-digital firm (in 2006), we simply began hiring remotely. And once we began hiring remotely, we treated our existing Philadelphia staff the same, allowing them to work 100 percent from home, though they do have the option to go into the office if they wish.

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Greenback Expat Tax Services

Greenback has been 100% remote since the beginning. We have learned so much over the years about how to manage a remote workforce and feel that we have created a successful, positive and productive environment in which our team members can thrive. Our hiring process is very stringent and in-depth to ensure that the team members we hire have the right skillset, as well as the outstanding communication and technological skills to be productive in a remote environment.

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Groove

It was completely organic; our very first employees were remote.

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Hanno

At the beginning our approach to remote working was pretty ad-hoc. But as the years have gone by, we’ve begun to understand more about how to do remote work well and we’ve actually started to document our processes and policies in much more detail. As a natively 100% remote company though, we don’t have to wrestle with the same struggles that many newcomers to remote work might need to handle. That makes things a lot easier for us and means that we don’t really have to impose rigid rules to protect our team members who might be working remotely.

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Help Scout

Organically. It was a part of the vision from the inception. Yes, there would be a headquarters, but there was a clear understanding that most of the team would be remote (with the option of coming to Boston as well).

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Hippo Education

Right from the start we allowed most people to choose. There are a group of us now that tend to work in the L.A. studio most days but they all do it out of preference and work at home some days. A few roles in production need to be on-site but only during filming.

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Hubstaff

Our work policies are more organic than formal. Part of the reason we love remote work is because we can work whenever and wherever we want, which means if a team member wants to disappear for a few days, as long as he or she makes sure the work gets done it’s fine with us.

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ICUC Social

There is no ‘policy’ at ICUC, it is simply a reality for us, we have no office building.  At ICUC, remote work is part of our DNA.

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iDoneThis

That grew more organically, even though by now we consciously make decisions that favor remote work.

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Incsub

We were 100% remote for the first 7 or 8 years of the company. How we work remotely has changed considerably as we’ve grown from a small team of just a handful of employees to the larger and separate teams we have today.

How we work and communicate is something we certainly will continue to work on. We’ve gone through cycles of relying heavily on email, to regular skypes and hangouts, too, as we are at the moment, regular real-time chat communication via ‘Slack’.

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Inpsyde GmbH

Organically

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Inspired HR

It was a formal process that included doing a lot of research, creating boundaries and parameters, and including our clients in the process.

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Intridea/ Mobomo

Organically for the most part.  We have some structure in place, but our company is results-driven – so if you prefer to work from 9pm-6am, and you turn out exceptional work – more power to you!

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InVisionApp

Our team being remote was an intentional decision from the inception of our company.

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iTutorGroup

Our remote work policy was not implemented upon any existing system. It is the sole method by which our entire business is built upon.

Jackson River

Totally organically. We did what felt right, we learned from our mistakes, and we continue to evolve by listening to what our staff needs.

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Jungle Scout

It was a decision I made early on and decided to roll with it. I was already living the lifestyle when I started Jungle Scout so it just naturally worked out that way.

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Knack

Early on it was very organic, but as we’ve scaled we’ve experimented with just enough formal policy to ensure we’re retaining the remote culture we value while still building a world-class product.

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Knobs.co

Initially our policies for managing our remote staff developed organically, then later we developed a more cohesive policy.

komoot

The idea came with the growth of our team. Once we decided to go remote, we implemented the formal processes. And we never looked back!

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LiquidSpace

Remote work was natural for us. As we continue to grow our available workspace inventory we can work from more places in the world. We have office options across the U.S., Canada, and Australia, so our team can work around the globe all within the LiquidSpace network.

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LoveToKnow

We have been a virtual environment from day one, so it was a decision that was organically reinforced by its own success.

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Lullabot

Formally, from the hiring process onward.

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Mavens

The organization has always had a strong remote working culture, which is formally acknowledged from the beginning of the hiring process.

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Melewi

The remote working policy that Melewi has has been there from our very first days. Our founder, Melissa, had already been a digital nomad for a few years and when the team was put together, the same freedom and autonomy was extended to everyone too.

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Modern Tribe

We’ve been a remote company since the beginning, so I guess that makes it organic. When we hire team members, it’s always with the understanding that we’re 100% distributed and your office is wherever you park your laptop.

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Mokriya

Organically. We learn as we grow. Thanks to the generosity of the remote community, there is a lot of best practices being shared and we hope to contribute to that as we continue to learn and grow as a distributed team.

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MomsRising

We have always worked remotely.  In fact as a start-up not having to fund an office was financially very helpful.

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Must Have Menus

Remote work process has been part of our DNA since inception.

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NodeSource

Our company quite literally started complete remote, so it was part of our formation.

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Omni Interactions

Given that remote work is the fundamental underpinning of Omni Interactions, it’s at the core of every business decision and process we undertake. The beauty of it being fundamental to us is that we never have to implement a remote work policy—it’s built into our core.

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OnTheGo Systems

Our company started as a remote working organisation from day 1, so we didn’t need to implement a remote work policy.

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OpenSnow

Organically. We trust people to get their work done when they need to do it.

Origin Eight

It emerged organically, but my company started as a distributed company.

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Packlane

It happened organically as a reaction to the work preferences of the first two hires. From then on it just seemed like the natural way to expand the company, and the traditional way of making everyone work on-site at an office felt forced and counterproductive.

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Pagely

It grew organically and is still fairly organic at this point. The policies we have in place mainly deal with security protocols.

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PeopleG2

Initially, we had formal guidelines and documents on the “how to’s” of working remotely.  As we have adapted to this virtual/remote office model, the policies have become more organic in nature, adjusting to integrate work/life balance and the autonomous nature of remote work.

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Plex

Because we have always been mostly remote-based it wasn’t necessarily a policy that had to be implemented – it’s just how we have always worked and even though we have a small headquarters it’s important that everyone keeps a 100% remote mentality so that our culture doesn’t develop a sense of “us vs. them” (meaning office workers vs. remote workers).

We realized fairly quickly that we had to have a set of tools that could stand on its own in the absence of daily in-person interaction. We developed a simple, yet powerful, dashboard that provides real-time visibility for everyone in the company. It includes information like who is currently working on what team, company priorities, team priorities, project due dates, weekly status updates etc. In addition, we use a number of great commercial productivity tools such as Slack for real-time communication, Github for code management, Hangouts and Zoom for video conferencing and Trello for project prioritization. Whether your team is distributed or local, it is so important to implement the right tools for clear communication, visibility and context setting. Having everyone sit in the same room won’t necessarily solve the communication challenge for you.

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Project Ricochet

We’ve been distributed from day one. Our only requirements are that our team be available for our morning scrum, that they track both their billable and unbillable time in Toggl (our time tracking software), that they are available for the projects they are a part of, and that each team member is available for a weekly one-on-one with either my partner or me at a time that works for each of us.

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Qkids

Organically. It is a very natural work style for both our teachers and internal staff. We also provide the most flexibility compared to the other companies in the ed-tech industry.

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Referral Rock

Our remote work policy has evolved organically. As we built our core team and internal processes, our policies have been created based on the work-life schedules of the team members. 

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Remote Year

We started out as a remote company, and our remote work policy is developing organically as we grow.

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RunRepeat

Well, I think we have a huge advantage of being remote-first or remote only—whatever you call it, remote is natural to us. So, I’d say it happened very organically. Now, we’re 50 people and might soon make a huge expansion. This is only possible as we’re remote.

Sanborn

We started organically with a few employees to test tools and processes. After that, we offered it to everyone, along with the option to keep their desk in the office. Initially a few folks kept their desks, but a year later, and no one has a desk. We converted our office spaces into shared workspaces that anyone could use, anytime.

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Scribendi

Although certain policies have evolved as the company has grown and our needs have changed, we have always had remote workers and have always known that clear and formal policies are important for protecting both the company and our remote workforce. In addition, each remote worker completes an extensive company training course upon joining our team to ensure that they are adequately trained and able to fully leverage the Scribendi platform to reap the benefits of this business model.

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Seeq

Our remote work policy was a formal part of our business plan from the beginning. The company is now 3 years old (formed, 2013).

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SimpleTexting

We use Slack to communicate throughout the day; Google Hangouts and Skype for group calls and demos; Jira for spring planning, executing, and bug tracking; and Trello for general product and marketing planning.  Except for sprint planning, we don’t implement any strict policies and work mostly organically.

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SitePen

Organically.  We implemented policies where we felt we could do better and from lessons learned over time.  Team understanding (why we need it) and buy-in (how it’s going to help you) are necessary for implementing any work policy, remote or otherwise!   Our team is very opinionated and highly conscious of inefficiencies so we’re quickly able to identify what works and what doesn’t.

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Skillcrush

Skillcrush has been a remote company from the start and because remote work aligns so well with our mission and lifestyle, it was a no-brainer! Here at Skillcrush, our entire team is scattered all over the world from Finland to Florida, and we have the freedom to work from wherever we choose—whether that’s at home with our dogs, at our favorite coffee shop or coworking space, or even while paragliding in Romania (one of our designers once logged into a team meeting doing just that!).

One of Skillcrush’s designers paragliding into a team meeting from her village in Romania!

That’s the beauty of remote work. It’s not one-size-fits-all. It’s about what fits YOU best.

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Sococo

As is typical with many startups, it evolved organically. Given that facilitation of remote work is at the very core of our existence, it was only natural that we support a remote workforce from day one. We truly are a location-agnostic company.

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SoftwareMill

First of all: confidence. Relations have to be built on trust. Each team that is working for a client takes responsibility for all the issues: financial stuff, agreements, customer relations, etc. It wouldn’t make sense to have one person managing all these projects. When one of the developer teams needs to buy iPads for everyone to do the job well, why force them to ask the board for permission. They know best what they need for their project.

Furthermore we have a wiki. We put all the rules we have in the company. There’s a starter page for everyone to read through. And it just describes all the basics and how we are running. That’s a good thing to have. And when there are things we just can’t agree upon, we vote. And the result becomes a law. And there’s a special place for such laws in our wiki. But the laws become official only when we feel the need to make something official, because it itches us not to have The Way Of Doing something. So formality grows organically 😉

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Speak

Our policy isn’t formally written down but everyone knows that as long as they get the assigned work completed and have a degree of time crossover everything else is up for grabs. For example, our English engineer is about to spend the summer working in Barcelona – why not?!

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Stack Overflow

It started organically, but we have formalized things along the way. Mostly we expect people to be effective communicators and get stuff done.

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Sticker Mule

It was completely organic. We noticed that we had more success with remote workers than local talent so we stopped caring about the proximity of our employees and focused on hiring the best people regardless of location. We don’t have a formal remote work policy. Our attitude is simply to try to hire the best possible people and accepting remote candidates let’s us do that.

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StudySoup

Our culture dictates people’s remote work within the company. It’s not a formal process, but I think people catch-on pretty quickly.

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Summit CPA Group

We had a team member move to another state and we used her as our Beta. Originally, only a few wanted to work remotely – accountants hate change, so we then kicked everyone out of the office for one month and forced them to work remotely.  They surprised themselves and found out that they actually liked working from home.  All but four team members work primarily outside of the office.

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Taksa Technology Solutions

Organically. As we grew and worked through this work model and faced different challenges and overcame those challenges, we shaped up a better and a stronger communication pattern that forms as our work policy and also acts as a special ingredient of our secret sauce.

TaxJar

From day 1 we made the decision that renting an office was a waste of money. We’ve never looked back.

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TeamGantt

Organically.  It started with just me and John for the first few years.  Than as we hired people, it was natural for them to work from their homes as well.  That was a big selling point for those who wanted to work at TeamGantt as well.

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TeamSnap

It was entirely organic. The biggest challenge as we’ve grown has been not letting the trappings of traditional office policies creep in. For instance, once we hit about 60 people we considered whether to implement a vacation, sick leave or PTO policy. But we realized that it made no sense to track what hours people weren’t working, when we don’t track what hours they do work. We focus entirely on what people produce.

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Teleport

I would say remote work for us is more about the culture (the values and norms), rather than the process. Even though I know that as we grow we need to spend a bit more time on the latter as well, to make sure that the people joining later get on the same page and become as effective in this environment than the early joiners are.

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The Cheat Sheet

From the very beginning, our founders (Damien and Derek Hoffman) knew that we would be a completely virtual company. Most media companies are based in New York City, but Damien and Derek don’t subscribe to the theory that NYC is where all the best talent is. The fact is that there are extremely talented employees living all over the country and we want to recruit the absolute best. So this was a conscientious choice.

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The Geller Law Group

We did not have to implement a remote work policy because it was a premise that we were founded upon.

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Timely

Policy is a dirty word in a healthy remote working culture I think. As soon as you have to legislate your remote work, you have lost. It works best when you have a team of people passionate and connected to a cause.

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TNTP

We make a call about whether a position is virtual as we shape the job description. While the majority of our jobs are flexible location, meaning staff can work from a home office every day, anywhere in the United States, we do require certain staff work on-site: some central staff who need to interact face-to-face in our central office (such as our office manager and software developers), and some program staff, who work from client offices. Having staff embedded in district offices helps us better understand the challenges our clients face and provides us with real-time insights into how our work is playing out on the ground.

We expect all staff – virtual or on-site – to follow the personnel policies outlined in our employee handbook, which outlines our typical work hours, computer policies, and so on. Yet we generally approach working from home flexibly, providing advice and resources but giving staff the leeway to figure out what works best for them. To help new staff adjust to that flexibility, we provide guidance to ensure that staff who work from home have the support they need to excel (from practical considerations, like a home office budget, to opportunities for connection, like our Work from Home Affinity Group).

As we’ve grown, we’ve evolved our systems to better support our virtual employees. For instance, when we became too large for everyone to stay connected via email and phone on a regular basis, we invested in an interactive intranet – our wiki – for folks to share news and updates on their work, find resources, connect and collaborate.

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Toggl

We knew that in order for it to work, everybody in the team had to become “remote” workers and adopt the new mindset. So the switch from the old system to the remote work affected everybody, even those who are based in Tallinn, Estonia and choose to come to the office every day – they also needed to adopt the reality of remote team.

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TOK.tv

The remote work policy was implemented when we started the company, on day zero. Almost all the people at TOK.tv have previously worked remotely or as a freelancer. This makes things easier, since the most difficult task to learn is time management, as well as respecting colleagues’ way of working (and times).

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Toptal

Organically. At first we had no choice because I was still in school. Once we realized how much more effective it was, we made the formal decision to continue this way.

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Tortuga

Being remote happened organically for us, but we formalized it into our core values. We wanted our team to know that we were going to work this way even when it got difficult. That’s what makes it a core value.

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Trade Conductor

Over the past 7-8 years I have been traveling more and more, and therefore I needed people to be more and more flexible. When I hire people I am upfront with this. It is all about finding the right people. With a little training most people love it.

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Trello

Remote work has been in Trello’s DNA since day one- we build a tool that helps people collaborate and get projects done, so our team are HEAVY Trello users who build a product we rely on every single day.

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Tropical Travelers

The company was started as such.

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Ultimate Software

Organically.

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Universal Mind, Inc.

The remote workforce grew organically based on our hiring philosophy, which remains to hire the best people in the world, no matter where they live.

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Ushahidi

Organically, we have always been remote.

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VIPKID

It was planned with the release of the VIPKID app. Our founders realized that recruiting teachers to come to China was a challenge. Setting up a teaching portal online was a natural conclusion.

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Vork Inc

We implemented our remote work policy formally from the start. We never had the intent of starting with a fixed team sitting in an office!

WooThemes

We knew no alternative so many policies were as natural as breathing. We tried to develop and lean on trust rather than develop policies.

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Wordfence

My co-founder Kerry takes all the credit for setting up our amazing guidelines, policies, compensation packages and benefits programs. She worked closely with a Seattle based HR expert who has helped guide us in all aspects of HR. Creating remote policy is not that different from traditional brick-and-mortar HR policy. We have had to set up things like 401k, medical, dental, PTO and so on.

We run a fairly relaxed environment and we have core hours from 10am Pacific time to 1pm. That ensures the team is guaranteed to all be online at the same time for a few hours every day.

Besides some basic guidelines and policies, we rely on being able to trust our team members will do a great job. “Trust” is a core value of ours – if you’re able to trust your teammate to do a great job and not have to constantly check in on how they’re doing, everything else almost takes care of itself.

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Workfrom

It’s ingrained in our mission and vision … not sure if that makes it formal? It’s certainly intentional.

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Working Solutions

Organically.

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World Wide Web Hosting

WWWH has been a remote company since day one, so we’ve simply adapted to changing needs as the company has grown.

X-Team

Our earlier years had one office, in addition to a remote team. But eventually the office became irrelevant and, if anything, a way to make us less productive. So moving to 100% remote was organic, but ultimately the best decision for achieving our goals of maximum productivity and being able to help change lives across the world.

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XWP

Remote is organic with XWP. Everyone works this way, so the culture is entirely devoted to making remote work successful for XWPeople.

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