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Tim Dierckxsens, CEO and Co-Founder of Venly, the blockchain technology provider that offers businesses, developers, and consumers the tools to easily integrate Web3 technology
The remote-first working trend, which dominated the mainstream during the COVID-19 pandemic, is here to stay in some form or another – however, it isn’t without its downfalls. Amidst The Great Resignation and a landscape overflowing with HR horror stories and low morale, genuine company culture is the key to retaining top talent more than ever before.
Working from home boasts a variety of perks; many employees cite the benefits of more family time, better opportunities to balance health and exercise, and the welcomed scrapping of commuting costs. There is, however, an underlying concern regarding company culture. In recent years, many industries have seen a reduction in collaboration and innovation, as well as an increase in siloed working. The complete dissolution of physical offices post-Coronavirus in favor of remote-only work aggregates these issues. Company culture is reduced to Zoom quizzes and virtual coffee dates, and what were once day-long creative brainstorm sessions are swapped out in favor of Slack messages.
This secluded and mundane reality, swamped with excessive video calls and blurred boundaries between personal and professional life has resulted in ‘Zoom fatigue’, social isolation, burnout, and anxiety. In a survey of more than 2,000 people pursuing a career in tech, half of respondents between the ages of 18 to 28 blamed company culture for leaving or wanting to leave a tech job, according to a Wiley Edge report. The current landscape in remote tech companies is plagued by alarming recounts of mass lay-offs, micromanagement anxieties, and lack of human connection. Below are five steps to remedy a culture-void and foster innovation between Zoom calls.
1. All team off-sites
In remote-first companies, an all team off-site provides a springboard for meaningful interactions, which rather than taking place virtually across Zoom within a scheduled timeframe, allows for organic moments of communication and collaboration. Instead of merely suggesting that employees carve out their own personal time to focus on wellbeing, these trips position welfare and employee connection at the centre of their ethos.
Activities such as a team walk or hike, where employees can connect organically in a space without notepads and excessive typing, is an example of an accessible team-building exercise. If teams are open to activities a little more eccentric, then paintball or obstacle courses are an effective way to break down the ‘work zone’ and any initial awkwardness. Who doesn’t enjoy a little competitive fun?
While off-sites are an attractive and exciting way to boost team sentiment, remote activities can serve to align dynamics between employees too. Here are four more examples of effective ways to engage company culture in a remote-first era.
2. Valuable onboarding
There are a variety of barriers when it comes to onboarding employees in a remote-first era, the most obvious being the lack of face-time with the wider team. Rather than gaining a wider sense of the business through osmosis in the office, new employees spend a large amount of time without making contact with their teams. According to BambooHR’s onboarding survey, about 30% of all new employees leave their job within the first six months, the majority citing their swift departure as a result of a poor digital onboarding process. As such, remote-first companies must prioritize meaningful engagement with new employees from the get-go.
3. Collaborating on values
Collaborating on values with the entire team provides an insightful opportunity to include all levels and positions within the company. Either via a survey or online video session, employees can vote for their favorite keywords and phrases when describing the business, which can then be implemented in external marketing and business assets. This meaningful type of work, which allows employees to define company values in their own voice, contributes to a wider sense of belonging and shared vision.
4. Mentorship programs
Mentorship programs, in which a senior member of staff is matched with a junior employee, are particularly beneficial for personal development and growth. These programs can contribute greatly to transitions in staff interactions, and provide invaluable learnings for mentees which not only boost their skillset, but benefit the wider company. In fact, Research has shown that 70% of small businesses that receive mentoring survive for five years or more, which is double the rate compared with non-mentored entrepreneurs.
5. Feedback
Providing employees with structured feedback on their work – such as weekly or monthly one to ones – is becoming an increasingly prevalent demand within the workforce. This requirement is perhaps even more important in a remote workplace, where impromptu communication is less likely to occur. Feedback is also more likely to bolster progression opportunities for employees, who as a result, are more likely to better engage with their work.
Overall, bridging the gap between different teams and positions in a turbulent market with an uncertain economic outlook means that employees can work together to lessen shared anxieties and build the culture they want to work in together. Creating synergy between team members directly benefits the health of the company too – in fact, a recent study found that happy workers are 13% more productive. In addition, companies with an established culture can benefit from a higher retention rate in staff, which not only reduces excessive turnover and training of new employees, but also serves to deepen the cohesion within established teams.
It’s safe to discern that whilst there is no set formula to building company culture, businesses need to start placing it at the top of their agenda – or risk losing top talent.
The views and opinions expressed herein are the views and opinions of the author and do not necessarily reflect those of Nasdaq, Inc.
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