2020年遠程協作手冊：來自世界最大全遠程工作公司 - Gitlab（英文版）（36頁）.pdf

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1、 Learn the key steps every remote worker and manager should take now Get tried and tested tactics for building remote fluency in your organization The most comprehensive remote work guide from the largest all-remote company 2020 The Remote Playbook from the largest All-Remote company in the world PR

2、EPARING FOR THE FUTURE OF WORK Five first steps for newly-remote leaders Five first steps for newly-remote employees THE STAGES OF REMOTE No remote Remote-allowed Hybrid-remote Remote, biased towards one time zone All-remote, asynchronous across time zones THE FOUNDATIONS OF REMOTE WORK Facilitate i

3、nformal communication Document everything (yes, everything) Have more organized meetings Align values with expectations MAKING THE TRANSITION Create an ergonomic workspace Adopt a self-service and self-learning mentality Make documentation everyones responsibility Managing a remote team Tips for hir

4、ing new team members REMOTE COMMUNICATION STRATEGIES Documentation Text-based communication Asynchronous communication Informal communication Tools for effective communication ESTABLISHING A REMOTE COMPANY CULTURE How values contribute to an all-remote environment Sustaining workplace culture in a r

5、emote environment Avoiding burnout Lifestyle and avoiding isolation ABOUT GITLAB CREDITS 03 08 12 16 20 28 33 34 Table of Contents 2 Follow us: #AllRemoteGet the RemoteLab newsletter Due to recent events surrounding the global health crisis COVID-19 (coronavirus), many teams face a new reality: They

6、re remote and unsure of when theyll be able to return to the office. This playbook serves as a quick start guide to get your remote workforce up and running quickly and smoothly for short-term and long-term success. As technology and internet access has improved, more of the worlds workforce opt to

7、work from anywhere. GitLabs recent Remote Work Report revealed that 86% of respondents believe remote work is the future of work. Today, a quarter of remote work settings are all-remote, where all employees work remotely and in their native time zone. In addition to employee benefits like flexibilit

8、y and zero commute time, remote work employers consistently experience increased productivity, efficiency, and employee morale. In the words of Fast Company, “remote work isnt going away anytime soon.” Enabling a remote workforce is not “business as usual.” There are critical differences in managing

9、 in-office and remotely: communication, culture, and management must adjust. Luckily, remote work has rapidly increased over the years and there are several methods to make remote work a success. The Remote Work Playbook aims to answer one simple question: “How do I work remotely?” Whether its unwin

10、ding from offices completely and going all-remote or attempting to level the playing field for in-office and remote workers, the question of “how do we do this?” is a giant one. GitLab has been working on the answer since 2014. For GitLab, being an all-remote company didnt start as an intentional de

11、cision; it was a natural evolution as our first team members started to work from home. As a complete DevOps platform, GitLab the product fundamentally changes how teams work by bringing cross-team collaboration and communication into a single platform. With everyone contributing to a single convers

12、ation within the tool, there was little reason to congregate in an office. Preparing for the future of work Today, GitLab is the worlds largest all-remote workforce with 1,200+ employees across 67 countries, and weve been iterating and documenting how to work remotely for years. This comprehensive g

13、uide contains our lessons learned and proven methods on how to stabilize a remote workforce, diving into topics including asynchronous workflows, meetings, communication, culture, and management. From very early on, we started writing things down. Coming to the office wasnt needed. They werent getti

14、ng any extra information. They were on Slack, on Zoom, in Google Docs, in GitLab pages, in GitLab Issues, in GitLab merge requests they didnt need to be there. Sid Sijbrandij, co-founder and CEO at GitLab 3 Follow us: #AllRemoteGet the RemoteLab newsletter Five first steps for newly-remote leaders M

15、INIMIZE YOUR TOOL STACK While functioning remotely, strip the tool stack down to a minimum. Google Docs, a company-wide chat tool (like Microsoft Teams or Slack), and Zoom are all you need to start. If your team needs access to internal systems through a VPN, ensure that everyone has easy access and

16、 clear instructions on usage. Working well remotely requires writing things down. For companies who dont have an existing culture of documentation, this will prove to be the most difficult shift. Aim to funnel communication into as few places as possible to reduce silos and fragmentation. Youll want

17、 to proactively solve for mass confusion when it comes to finding information policies, protocols, outreach mechanisms, messaging, etc. 04 ESTABLISH A COMMUNICATIONS PLAN Consider an always-on video conference room per team, where team members can linger, or come and go as they please. This simulati

18、on 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

19、 on transparency, leaders shouldnt hold back during this time. Its 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 uncomfortable, and team members will expect frequent updates as lea

20、ders iterate on their communication plan in real-time. For a fast-boot on this front, consider replicating GitLabs public communication guide. 03 ESTABLISH A HANDBOOK This will serve as a single source of truth and should be communicated company-wide. DRIs should continually update it with common qu

21、estions around tools and access. This can start as a single company webpage or repository in 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 efficiently. Put concerted effort in s

22、ystematically documenting important process changes in a central place to minimize confusion. 02 ESTABLISH A REMOTE LEADERSHIP TEAM Shifting a team or company to remote triggers a shockwave of change. Evaluate managers and rally a team of experts who have remote work experience, can communicate nuan

23、ces, and serve as resources to others. A core part of this teams role will be to document challenges in real time, transparently prioritize those challenges, and assign directly responsible individuals (DRIs) to find solutions. During the transition, executive assistants can function as documentaria

24、ns in meetings and cascade internal communications to the rest of the organization. 01 4 Follow us: #AllRemoteGet the RemoteLab newsletter DRIVE CHANGE Were naturally resistant to change particularly forced change during times of uncertainty or crisis. Leaders have to meet this reality head-on. An a

25、ll-hands approach to recognizing the new reality is advised to empower everyone to contribute to the success of a remote model. For companies with a strong in-office experience,” its vital for leadership to recognize that the remote transition is a process, not a binary switch to be flipped. Leaders

26、 are responsible for embracing iteration, being open about what is and isnt working, and messaging this to all employees. Managing a remote company is like managing any company. It comes down to trust, communication, and company-wide support of shared goals. SEPARATE WORK FROM LIFE (PREVENTING BURNO

27、UT) This is likely to be the most difficult hurdle to clear, particularly for new work-from-home employees who have family in the home. You should have a dedicated conversation with family, helping them understand that just because youre home, that doesnt mean youre available. A shortcut to boundary

28、 setting is this: If its important enough that youd commute to my usual office and come to my desk, then its important enough for you to visit my home workspace. You may also consider a busy / available indicator. For families who arent used to this, boundaries can be difficult to establish and main

29、tain. When an employee is visibly at home, it may signal to other family members that theyre accessible. This tends to be particularly vital to discuss with children, who may struggle to understand why a working parent is in the home CARVE OUT A DEDICATED WORKSPACE (ACHIEVING FOCUS) Where you work i

30、s as important as what you work on and who you work with. Ideally, you can use a dedicated space or room purely for work. If not, even a simple curtain to block off a workspace can usher you into a place of focus. Consider spaces in your home, coworking venues, etc. where you can be free from distra

31、ction. Pay close attention to ambient sounds, visual distractions, and areas of high traffic. Aim to dedicate a space where only work occurs, enabling you to focus while youre there and disconnect when you exit. The execution of this will look different depending on your workspace and who is present

32、 during your working hours, but the key is to find a space that is purely for work. 05 02 01 Five first steps for newly-remote employees 5 Follow us: #AllRemoteGet the RemoteLab newsletter but unable to engage with them. By explaining that a working parent is able to spend more time engaging before

33、and after work due to dropping the commute, it helps spotlight the benefits to a child. Furthermore, consider arranging your work schedule to allow for a midday activity with a child. By having a midday break and explaining that this wouldnt be possible if a parent worked in an office, it can help r

34、einforce boundaries. When theres no physical office to leave, its easy to work longer than is expected (or healthy). If useful, set reminders to begin and end work, and plan activities to fill the void where a commute once stood. Proactively planning what youll do with your commute time is key to ra

35、mping into a workday and ramping off. This will look different for each individual, but leaving your home for a walk or running an errand is a great way to create unmistakable separation. DONT STOP ENGAGING WITH PEOPLE (AVOIDING LONELINESS) When theres no office to influence spontaneous informal com

36、munication, you must be intentional to weave it into your day. Schedule regular virtual coffee chats using a video call. Experiment with video-based chat tools like Yac. Create an always-on video conferencing room that your team can work from. (And remember, in a remote setting, its OK to look away!

37、) Talk about what you normally would. If sports, vacation plans, and hilarious tales of insubordination by children are common water-cooler material, work with your team to establish a chat channel to discuss things outside of work. The medium may be different, but the connection is the same. 03 RES

38、PECT THE ROUTINE, BUT EXPERIMENT WITH CHANGE (FINDING STRUCTURE) While asynchronous workflows is a significant benefit of an all- remote team, temporary work-from-home arrangements may be less amenable to massive swings in time zone adoption. If this is the case, its wise to formulate a routine that

39、 closely aligns with your prior routine. As mentioned above, the key is proactively filling the space that once held your commute. Aim for using this time to make yourself healthier. Exercising, resting, bonding with family, cooking, reading, studying, etc. all great options. If you arent careful, t

40、hat time can be squandered and the lines between sleeping and working are blurred. However, dont feel beholden to a routine. A perk of remote is the ability to experiment with unconventional working days. Its understood that not everyone shares the same peak hours of energy and focus. If you feel th

41、at you work best in late evenings, for example, have that conversation with your team and experiment with a non-linear workday, a term that describes the splicing of life and work in a deliberate stop-and-start fashion to maximize ones quality of life and work. 04 Drop any shame or embarrassment. Ev

42、eryone is in the same boat a forced work-from-home arrangement with no preparation. Dont worry about your background, and feel welcome to let your pets and family find their way into calls on occasion. It humanizes the experience and reminds everyone that were people first, and colleagues second. Co

43、nnect with family and community. Working remotely gives you an opportunity to spend time with a different set of people than just your coworkers. Look for opportunities to build bonds with others, which may have been impossible or limited when you had a commute. 6 Follow us: #AllRemoteGet the Remote

44、Lab newsletter ROLL WITH THE CHANGES (EMBRACING ITERATION) Relax: you arent born knowing how to work from home. Companies built on the expectation of gathering people in the same shared physical space each day will experience acclimation pains when adjusting to a purely work-from-home environment. I

45、f not taken in stride, this friction can cause serious harm operationally as well as culturally. Remember that transitioning to remote, even if temporary, is a process. You cannot copy an in-office environment and paste it into a remote one expecting everyone to function as usual. Its important to o

46、ver communicate with your team as you adjust. Speak up about issues. Offer solutions for communication gaps. Seek advice on how others have carved out dedicated places of work within their home. Crowdsource advice from within your organization. Look for opportunity in the midst of what will likely f

47、eel like a chaotic, destabilized situation. Remote is a chance to rethink how you live and work, and though it may sound counterintuitive, unleashing your imagination to take advantage of your new working reality may lead to long-term efficiencies. 05 7 Follow us: #AllRemoteGet the RemoteLab newslet

48、ter There are different levels of remote work and every organization has unique needs. Its important to know the stages of remote work when considering whats best for the long term as there are advantages and disadvantages to each. The stages of remote (source: The Remote Work Report) 8 Follow us: #

49、AllRemoteGet the RemoteLab newsletter No remote Some enterprises dont allow for any remote work. This could be due to a leadership mandate, or the nature of the business itself. For example, medical care, live events, and manufacturing cant successfully complete tasks while remote. Its worth noting that we are seeing new opportunities for remote work arise thanks to technological advancements. The da Vinci Surgical System, for instance, has been used in telesurgery, and communications infrastructure is robust enough in some loc