2020 | English | 1952120244 | PDF | 330 pages | 2.97 MB

Companies are increasingly struggling to afford office space and hire and pay talented employees in expensive cities. More and more, employees want flexibility and choice in their work—to be near family, to be rid of time-consuming commutes, to have lower costs of living. These operating costs and hiring pressures—paired with an explosion of in-home broadband access, smart phones, and cloud-based tools—make remote work an intriguing option for a growing number of companies. But anyone who has spent enough time working remotely knows that it is an ongoing and dynamic series of tradeoffs for everyone involved.
Luckily, the people contributing to this guide have been involved in remote work for over a decade. We've been at large companies with work-from-home policies, hybrid companies navigating the complex interactions of offices and remote employees, to all-remote startups that don't have any offices. We've seen how remote work can unblock hiring obstacles, save money, and provide employees with more satisfying, meaningful, and healthy careers. We've also seen dysfunctions in nearly every domain, from treating remote work as a privilege for a select set of people, to isolated, burnt-out workers left to their own devices. Those trying to build effective remote teams can benefit from these experiences, and avoid costly mistakes.