Last March, companies all over the world were thrust suddenly into remote work due to COVID-19.

Our geographically distributed team has worked from home since our founding in 2012. We have a highly-connected, and truly well-oiled system for work and hiring, and we’ve always been remote. For Sliders, hearing about the struggles others were facing helped us recognize the valuable practices we’d created along the way.

Though we’re hesitant to contribute to an echo chamber of “how to work remote” chatter, frequent questions from peers prove that there’s a real appetite to understand specifics of building a healthy remote team.

Most recently, we were asked about how to hire remotely, for remote work. Here are six of our top recommendations to set your hiring team up for success:

1. Be clear around long-term expectations: First, determine if your new positions are for long-term remote employees or short-term remote employees. Will the position transition to an in-person/in-office role in the future, or will it stay remote? A well-thought-out plan will set the right expectations and ensure company transparency.

2. Detail the setup expectations: For candidates, be upfront, and share what you intend to provide new employees (e.g., laptop, headset). For some reason, people sometimes think of remote workers as needing to provide their own technology - which isn’t something we expect here at Slide UX. At the same time, communicate what new employees do need to provide, such as good internet, or a quiet, calm, comfortable space to focus and participate in video calls. This clarity can sooth anxieties and add credibility.

3. Talk openly about the (lack of) real face-to-face time: To some extent, in-person, face-to-face work can’t be beat. But for some people, it’s really the only way. Maybe they’re still learning and need proximity to observe and ask questions. Maybe they’re just wired to work socially. Do what you can to uncover this preference in the hiring process. If a long-term remote working environment is unlikely to work based on working style, you want to catch that before making a hire. With that said, apprehension about remote work isn’t a telltale cue. Many of our team’s best remote workers expressed candid skepticism about the arrangement upfront. Though their concerns didn’t manifest once they started, their upfront honesty created useful conversations and gave us confidence that they were being open with us rather than telling us what we may want to hear.

4. Invest in a connected internal culture. At Slide UX, we offset the isolation of remote work with practices designed to forge connections. In our weekly “All Faces” video call, our agendas focused on passing the mic and sharing amongst the team - both personally and professionally. Regular “Lunch and Learns” feature both internal and external presenters. Though virtual events like happy hours and baby showers can always feel a little bit like a weak replacement for the real thing, we’ve found that preparing games designed to get everyone out of their shells can leave our cheeks hurting from laughter. We also model personal sharing and openness from the top down, so Sliders see that bringing their whole selves to the “virtual watercooler” is not only OK, but it’s encouraged. Each of these practices takes time and intent, but it pays off.

5. Encourage good mental health: Distributed teams don’t always forge the same social connections in the office that in-person workers do, and for truly introverted people, remote work can become a shield that only makes social anxieties worse. That’s why we’re upfront with Sliders about the need for social fulfillment outside of work. Social interactions, such as family life, community involvement, weekend fun, and vacations are even more important when the workday is spent alone. This is particularly challenging in COVID times. Long-term remote jobs may not be ideal for unattached candidates who are trying to establish connections, or rely on work as their main social outlet.

6. Seek out individuals who are willing to connect: We rely on bonds with our teammates to get through hard times in the office, but when teammates see each other infrequently (or never at all) those bonds don’t form as easily. Remote workers who make an effort to connect with their coworkers personally build the rapport and support they’ll draw from when work gets tough. When interviewing candidates, look for natural conversationalists. Communicating work status and soliciting ideas and feedback from peers require a minimum comfort level with forging relationships. Making a little time for small talk (ang genuinely listening to what you learn about the other person in the process!) go a long way.

These hard-learned tips will help your company excel as you hire remotely, and will guide you around the obstacles to a successful start.

For more insights or questions on remote hiring, get in touch. We’re happy to share what we’ve learned.