5 Things to do Today to Transition to a Remote Workforce

A version of this article was originally published on the LinkedIn Talent Blog on March 11, 2020. In addition to these short-term solutions to go remote today, Sid Sijbrandij, GitLab’s co-founder and CEO, shared more long-term strategies companies can use to build a remote workforce, as flexible work options will become increasingly important in the future. Both the short and long-term tips can be found here.

More people are transitioning to remote work today than ever before. Because this is out of necessity, it’s important to take a step back and think through a few things you could do to make the transition easier. Here are 5 things you can do today to adapt (and thrive!) as a suddenly remote workforce.

1. Establish a remote leadership team

Shifting an entire division or company to remote can trigger a shockwave of change. To help mitigate this, start by evaluating current managers and rally a team of experts who have remote work experience. These people should be able to communicate nuances and serve as resources to those who will inevitably have questions.

A core part of this team's role will be to document challenges in real time, transparently prioritize those challenges, and assign DRIs (directly responsible individuals) to find solutions. 

Executive assistants may also take on a more significant role in the transition. They can function as documentarians in meetings and help with internal communications.

2. Create a “source of truth” handbook to keep everyone in the loop

This can be rudimentary to start, but will serve as a single source of truth for the pressing questions. You’ll need to communicate this company-wide and update it continually with DRIs for common questions around tools and access. This can start as a single company webpage or repository in GitLab Pages, Notion or Ask Almanac, and will serve you well even after the current crisis subsides. 

One of the most sizable challenges when going remote is keeping everyone informed in an efficient way. Put concerted effort around systematically documenting important process changes in a central place to minimize confusion and dysfunction.

3. Set up a formal (and informal) communication plan

Depending on team size, consider creating an always-on video conference room per team, much like a hotel lobby, where team members can linger, or come and go as they please. This simulation helps acclimation, enabling team members to embrace the shift to remote in a less jarring way. It also shows intentionality around informal communication — an important element that occurs spontaneously in an office and needs an immediate replacement in a remote setting.

Whatever your current view on transparency, leaders should not hold back during this time. It's vital to maintain perspective through this shift. Everyone reacts to remote work differently, and not all homes are ideal workspaces. This can (and likely will) feel jarring, and team members will expect frequent updates as leaders iterate on their communication plan in real time.

For a fast-boot on this front, consider replicating GitLab's public communication guide.

4. Minimize your tool stack

While functioning remotely, your company should strip the tool stack down to a minimum. Google Docs; a company-wide chat tool (like Microsoft Teams or Slack); and Zoom or another video conferencing platform are all you need to start. If your team needs access to internal systems through a VPN, ensure that everyone has easy access and instructions on usage are clear. 

Working well remotely requires writing things down. For companies who do not have an existing culture of documentation, this will prove to be the most difficult shift. So aim to funnel communication into as few places as possible to reduce silos and fragmentation. You'll want to proactively solve for mass confusion when it comes to finding things — policies, protocols, outreach mechanisms, messaging, etc. 

5. Drive cultural change

Humans are naturally resistant to change — particularly change that is forced during times of uncertainty or crisis. Leaders will have to meet this reality head-on. An all-hands approach to recognizing the new reality is vital to empowering everyone to contribute to the success of a remote model. 

Particularly for companies with strong "in-office cultures," it is vital for leadership to recognize that the remote transition is a process, not a binary switch to be flipped. Leaders are responsible for embracing iteration, being open about what is and is not working, and messaging this to all employees.

Managing a remote company is much like managing any company. It comes down to trust, communication, and company-wide support of shared goals.

Tell me what worked and what didn’t

Have you already tried some of these tips? What worked and what would you do differently? Let me know the challenges you still face. I'm building out a complete library of remote guides within GitLab's handbook and welcome your feedback on what to build next.

To learn more, download The Remote Playbook and GitLab's Remote Work Report.