Maintaining an all-remote workforce is no longer a fringe notion. But you have to do it thoughtfully. Meet the entrepreneurs who have gone completely remote and seen growth and productivity soar.
Robert Glazer didn’t set out to build a 100 percent remote workforce. But in 2007, while forming his company, Acceleration Partners, he realized two things: One, fierce competition in hubs like New York and San Francisco had driven the salaries of even less-desirable candidates through the roof; and two, there was untapped talent in Acceleration’s niche field of affiliate marketing across the country.
So Glazer began figuring out how to run a company flexible enough to hire workers who could work remotely. Back then, this was a rarity. Telecommuting was a concession you might make to individual workers, not a corporate strategy. There were few established protocols for making it work as well as, if not better than, a centralized workplace. So Glazer had to figure them out as he went along.
Ten years in, Acceleration has grown an average of 30 percent a year, while piling up accolades for its workplace culture from the likes of Glassdoor, AdAge, Forbes, and The Boston Globe. Glazer sees his company’s flexible work policy not as a handicap that it has overcome but a key driver of its success.
These days remote work has entered the business mainstream, with about 43 percent of the U.S. workforce occasionally doing their jobs from outside the confines of a corporate office. While some large employers like IBM, Bank of America, Aetna, and Yahoo made headlines in recent years for ending or scaling back their telecommuting programs, the number of remote-first startups has surged. Acceleration Partners is one of more than 170 fully remote companies with 20 or more employees in the U.S. today, up from 26 in 2014, according to FlexJobs, an online platform specializing in remote and flexible employment. So, what can entrepreneurs learn from the companies that have made remote work work?
Diese Geschichte stammt aus der September 2018-Ausgabe von Entrepreneur.
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Diese Geschichte stammt aus der September 2018-Ausgabe von Entrepreneur.
Starten Sie Ihre 7-tägige kostenlose Testversion von Magzter GOLD, um auf Tausende kuratierte Premium-Storys sowie über 8.000 Zeitschriften und Zeitungen zuzugreifen.
Bereits Abonnent? Anmelden
How Small Shops Take Big Risks - It's not easy for mom-and-pops to try something new, because they rarely have a safety net to fail.But there are ways to innovate cautiously-as one small business on our list, All My Heart tattoo studio, has found.
The Charlotte, North Carolina, studio is airy and suffused with natural light. In the reception area, there are modular chairs, midcentury couches, and a vase of fresh flowers on a Japanese-influenced cabinet. But the real surprise goes beyond aesthetics. All My Heart's owner, Graham Beech, isn't just playing with a new look; he's trying out a whole new business model. Historically, tattoo shops have wanted to control the clientele, and use the tattoo artist as kind of a cog in the wheel, Beech says. What's different about our business is that the client is the artist, and they have their own individual clients.
5 Ways to Multitask Your Fall - From a corporate office to working from the living room, Emmy Award winner Mario Armstrong has five new products designed to make putting in the hours more enjoyable.
From a corporate office to working from the living room, Emmy Award winner Mario Armstrong has five new products designed to make putting in the hours more enjoyable.
You Can Hire Like Netflix - The streaming platform built an incredible team with a strategy called
Looking for a job? ClassDojo has 15 positions open, but heads up: The bar is death zone high, and they're in no rush to hire. The children's education company has a team of 220 and a hiring rate of 0.09% of those who apply.How can a company grow while hiring that slowly? The answer is "talent density", a concept that's gaining steam lately.
Speedy Growth Killed My Startup - We seemed to be rocking it-lots of press, major partnerships. Then we learned the harsh consequences of overlooking our customers.
Three months after I launched my company, we were featured in The New York Times. Other national outlets followed. The attention led to partnerships with Shake Shack, Bombas, Urban Outfitters, and hundreds of other major brands.You might think this sounds good. I sure did when it happened. Hockey stick growth is a sign of success, right? But it wasn't. My company, This App Saves Lives, had fallen into one of the most surprising and ultimately fatal traps for entrepreneurs: We grew before truly understanding our product-market fit. That mistake would ultimately result in the demise of our business.
How to Hire for the Future - Small businesses are struggling to find quality labor. So flip the conversation: Show workers how your business will set them up for opportunity.
Small businesses have a hiring problem. According to the July monthly jobs report from the National Federation of Independent Business (NFIB), 19% of small businesses rank the inability to find quality labor as the single most important issue facing their company, while 38% reported job openings they could not fill. Overall, 49% reported few or no qualified applicants for the positions they were trying to fill.
Three Pivots to $100 Million - How do you find a working business model? Do it like Rowan-a brand that reinvented itself many times before finally piercing the ear-piercing market
If you have a tween girl, you've probably heard of Rowan. It's the cool brand for piercings, where licensed nurses insert hypoallergenic studs into thousands of ears every day. With more than 500 employees, it's on track to have 65 stores and an annual run rate of $100 million in revenue this year.But in 2017, Rowan was just a fledgling startup with a great idea and a bad business model. It survived because founder Louisa Schneider was willing to pivot, and pivot, and pivot again, until its mission, profit, and market all clicked into place.
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For their business to work, Dianne and Gabrielle Melillo need more than customers. They need a community that has total confidence in them.
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THE CURSE OF GROWING TOO FAST
FAIRE is a platform for small businesses, but it grew big the wrong way-almost becoming a $12 billion wreck. Here's how it fixed the problem, and why you should think twice before skyrocketing.
HOW TO ASK FAMILY FOR MONEY
Your friends-and-family fundraising round doesn't have to be scary and awkward. Here's advice from one of the world's leading investors.
