Every successful remote team is different. Although based largely on the same core principles like efficiency, autonomy and trust, the way these principles are practiced varies, depending on the people in charge.
In short, we make sure people can and do take ownership for their work. That demands initiative and openness, as well as measurability of their impact. Each of us works towards a specific numeric goal.
We started to hire for remote positions to access the larger talent pool. Without means to relocate every prospective candidate to Estonia, and with very little patience regarding the red tape it entails, going remote was the only real option.
After testing it on one team, we knew it was a perfect solution. The only thing we needed to figure out after that was our company culture: how could we make sure we hire the right people and keep them on board knowing remote settings could bring about the isolation and loneliness.
Remote work and flexible schedules also give us a real opportunity to invest into the happiness and well-being of our staff. We make sure to meet up at least three times a year, offer professional growth and travel opportunities and make sure everyone’s work setting at home is up to a certain standard that would make them comfortable.
It’s no secret a CV doesn’t really say anything about a person. So we decided to skip that step. Instead, we use short skill tests that would enable us to discover the best candidates without skimming through a pile of paper.
Remote setting doesn’t suit everybody. Therefore, we always test the personality with an interview and test drive. Everyone gets an assignment and an opportunity to collaborate with at least one team member. That’s usually enough to see the the motivation and communication style.
Everyone on the team gets a personal metric, but how they achieve it is completely up to them. We know that giving professional freedom does bring about creativity and ownership. Which, at least in our experience, equals in better quality.