REMOTE BUDDY VS EXPRESS HOW TO
The role buddy has less work individually assigned to them and will meet regularly with the new hire’s line manager to understand how to support the new hire. Ideally, they have several hours a day of timezone overlap as well. This person is usually a member of the same team and in a similar role. That’s why a line manager alone can’t provide this level of peer support to the new hire.Īt Buffer, the role buddy is responsible for showing the new employee the ropes of their role, helping them achieve their tasks, and answering any questions.
This is important, because new hires need a safe person who they can ask questions, and an evaluative person is by definition not entirely safe. importantThe job of the role buddy is to help the new hire execute their 90-day plan, not to evaluate or test them. Peers can act as a role buddy, to help them succeed in their role, and/or as a culture buddy, responsible for onboarding the new hire into the company culture. In a buddy system new hires are assigned one or more peers in addition to their line manager. Fully remote companies Buffer and GitLab both use a “buddy system” for onboarding and building culture with new hires. This can give the new folks some perspective of what the old-timers went through to get the company to where it is today.Įnsuring that new hires are surrounded by veteran teammates who have an explicit mandate (and the time) to support them helps teams stay culturally cohesive as they grow. Encourage them to share stories, both difficult failures and energizing successes. David Loftesness, who has worked at Twitter and Eero, suggests a few tactics for dealing with changing culture as people onboard:įostering an understanding of what each team does, what their challenges are, the basic act of putting names to faces after a meaningful interaction, is a great way to sidestep factions down the road … Get new hires in a room with your veteran employees, for example, to maintain a thread to your earliest days. The default is a forking, branching culture, with each “generation” of new hires developing their own ethos maintaining one common shared culture takes continued, focused work.
When people say that “ maintaining culture when you hire remotely” is hard, this is what they mean. This risks sub-cultures developing as new hires onboard, further fragmenting the culture away from the overall company’s direction. Additionally, in a growing team, new people may band together, viewing the fellow new hire as the safest person to ask a potentially “dumb” question, rather than their teammate or manager. New hires in a remote team will have fewer interactions to observe, and so the signals they’re collecting to understand expected cultural behaviors are more limited. Culture gets shared in casual and social interactions, so co-located teams will find it easier to maintain a certain culture (whether that culture is “good” or not is unrelated-in-office and remote teams can both be healthy or toxic). The second major challenge with successfully onboarding a remote team member is integrating them into the culture.
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