editione1.0.2Updated September 6, 2022
You’re reading an excerpt of The Holloway Guide to Remote Work, a book by Katie Wilde, Juan Pablo Buriticá, and over 50 other contributors. It is the most comprehensive resource on building, managing, and adapting to working with distributed teams. Purchase the book to support the author and the ad-free Holloway reading experience. You get instant digital access, 800 links and references, a library of tools for remote-friendly work, commentary and future updates, and a high-quality PDF download.
This is true in principle, but complicated and not always possible in practice. Hiring outside your home base, especially once you start hiring internationally, raises a whole host of legal, financial, and operational concerns that may constrain how aggressively you pursue this. Additionally, managing time zones turns out to be one of the more thorny problems that remote companies face, which may also impact how you choose to approach hiring from afar.
There’s a grain of truth to this concern about remote work, but only if your company doesn’t intentionally design how it will support remote workers. The way co-located teams collaborate doesn’t translate to a distributed model. Teams can’t rely on being in the same space to get context, share ideas, give and receive feedback, and iterate or brainstorm. The nature (and, sometimes, timeframe) of collaboration shifts when people move outside an office. But it’s not necessarily ineffective. Remote collaboration requires rethinking how remote teams work together, and also designing practices to support more asynchronous progress while still helping team members trust and learn from each other. (See more in Remote Collaboration Ground Rules.)