EP001 - Building a global remote team with Rodolphe Dutel of Remotive
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About the episode
In this episode, We dive deep into how you can shift from a traditional working structure to a new one. We also discuss the best practices for finding the best talents out there. We also provide insights into successful remote management tactics. I invited Rodolphe Dutel from Remotive, a company specializing in remote hiring.
About the guest
Rodolphe Dutel is the founder of Remotive.io, the world's largest community of remote workers, connecting 25,000+ people.
Rodolphe spent most of his twenties working abroad: London, Munich, Shanghai, New York, Cape Town, and Malaga. Before he founded Remotive in 2014 as a side gig, he was the Director of Operations at Buffer, helping them scale from 15 to 85 employees.
Connect with Rodolphe on LinkedIn.
About the host
My name is Peter Benei, founder of Anywhere Consulting. My mission is to help and inspire a community of remote leaders who can bring more autonomy, transparency, and leverage to their businesses, ultimately empowering their colleagues to be happier, more independent, and more self-conscious.
Connect with me on LinkedIn.
Want to become a guest on the show? Contact here.
Quotes from the show
Leverage people's experience while geographical location doesn't matter anymore.
That's what we need right now! Thanks to remote work as a company, you can easily broaden the scale of your talent pool. There are other positive components by hiring someone remotely.
Let's say you are looking for a new job & checked over 1000 job options. While reading a job description, at least 10/9 says: "great team", "inspiring environment", "flexible working days". Sounds familiar, right? If you're seeking top talent people, you must play a fair game! You have to make an effort during the whole hiring process as you want to have someone long-term.
As a business, you have to set your values first. Processes can follow. It is not much of a difference when it comes to remote work policies. Everybody's motivation factor differs as well. Some need a team to create valuable outcomes; some need self-care to boost their productivity.
Thanks to the technology, internet, and the pandemic, work policies have changed. But what should be the first step when you go full-remote?
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Peter: Hello and welcome. I'm your host, Peter Benei, founder of Anywhere Consulting. In today's episode, we will talk about one of the most interesting topics of 2020 , remote work. As more and more companies are forced to experiment work from home policies due to the COVID pandemic, remote work gained a massive boost. As the topic is so broad, today we will focus on the key benefits of remote work and remote team management. For that I invited one of the veterans of remote work, Rodolphe Dutel, founder of Remotive. Hey Rodolphe, I'm so glad that you are here with us today.
Rodolphe: Hey, thanks for having me.
Peter: Awesome. So I understand that remote work is popular now, and it is funny to call you a veteran in this topic, but you truly are one of the first ones who started a company built around remote work. Personally, I also feel like an old school guy within remote work, as I'm working remotely exclusively since 2014. Plus my consulting business Anywhere, we are serving our clients and managing our internal operations fully online as well. So what was your story? And how did you end up in founding Remotive?
Rodolphe: Yeah, so I guess like a started with the work world back when I was graduating from my studies, and rather than that, I worked in international environment and got the chance to start my career working at Google and at Google, they assigned me to work on collaboration products. So my job was to call up Head of IT, CIO and say, Hey, the way you traditionally work is to have an email server in your base fence or in your attic and collaborate with people that are within the building. How about we move you to cloud computing and enable people to work from anywhere. Gmail, Google Docs, it was just starting to be good enough in 2010 so that people could work from anywhere. And it opened my eyes to another way to do things. Even the work at Google was an excellent experience. I witnessed people around me spending about an hour and a half to two hours each way, commuting to, and back from work. And when you get to see people that are very talented and good at what they do, and they still have to spend so many of the waking hours stuck in traffic bumper to bumper and cursing of the car next to them in order to get to work that even to start working. I was starting to think that thing work could be organized differently and not long thereafter, I joined a company named Buffer, buffer.com, that was specialized in social media. And this funny thing about this company is that they did not have any offices. You could work from anywhere if you had a laptop and internet connection it was good enough for you to work from anywhere on the planet. That same year I started Remotive, which is a company I run now and Remotive helps connect startup that want or companies that want to hire remote talent with remote talent that want to work remotely. So we are a community, a platform, and a media helping to connect hiring companies with talented workers.
Peter: Awesome. You mentioned Buffer and I truly adore how Buffer approaches remote work and the actual, not just remote work, team culture, so they don't even use anymore that they have a remote team. They have just a team who happens to work remotely and they invest a lot in transparency, which again, I highly respect because I do think that transparency is one of the key driving factors when you have a remote first company. What do you think would be the key elements for a great remote team? How one should approach team building, remote team building and remote team management.
Rodolphe: So I think that before COVID you had a ,before and after COVID basically, before COVID had a bunch of company that allowed remote work and remote work was a perk. It was something that you list as a benefit, something that was not very common and something that was an upside and a rebel movement against a company that will drag you across town to go to an office. That used to be the exception and the norm was going to the office. Then with COVID, everything was flipped on its head. We ended up having companies that were enrolled in to what I call forced worked from home, meaning that you have to work from home right now, which is different from chosen, accepted, and mindful remote work, which means I sign up to work remotely, meaning I probably have an office. I probably have some mindspace. I probably have some availability to do remote work and quality remote work. So I just wanted to give us two definitions because some of the listeners in there may be either in, forced work from home as in, we have to shut down our office, but business , like show must go on. So let's find a way. And other are like we did choose to work remotely and we're going to make the most out of it. So those two paths can converge, but they've been at the very beginning, there was separate. So back to your question, how do you ensure that you could do quality work remotely for instance? I've seen a variety of organization being set up differently. It's like a spectrum. On the one hand, you have everyone at the office always and you need to be able to tap them on the shoulder to pass a message. And the other end of the spectrum, you have asynchronous team that hardly ever meet. You could think about teams in the open source area, such as contributors to Wikipedia. Some people may be working on similar topics halfway across the world, but they've never met. It doesn't keep them from shipping great quality work and contributing together. And between those two extreme, you got pretty much everything under the sun. The advice I always give is that if you want to have the quality remote work environment at your company, you need to be coherent. Meaning that remote work is a consequence of your values and your values is what I think you should get to set first, because everything is fair game. If you, as a business owner say, to me remote work is only working remotely in the afternoon and come to the office in the morning. That's one way to do it. Some people will like it other won't, but that's one way to do it. You could also say you can work from anywhere but you need to fly to a company-wide retreat once a quarter so that we can do some team-building. That's another way to do it, much what Buffer did for instance. So I always advise is that companies should be upfront and transparent about how they think remote work is good. I'll give you another example, if I'm a software developer and I'm looking to apply to a remote company, I would like to know before apply, whether you, Mr or Mrs. Boss are going to be willing to do a 9:00 AM stand up every single workday or whether they're going to be left alone to work asynchronously because these two different scenarios are so very different. And some people will say I need to be synchronous because I want to be more flexible on the other. We'll say, if I don't speak to the team, I won't feel connected. So I'd rather opt in the 9:00 AM a team-wide stand up. So I'm not pretending to know what's best for everybody, but what I've seen work best every time over and over again, is a company clearly laying out what it is they want, how it is that operates. And then as soon as someone will apply to a specific like declaration of intent, they need to see what is what you get effect, where as soon as you hop in the company, you're not surprised because you read the label on the box before opening the box that said, this is how we work.
Peter: I highly agree that you said that remote work is just an amalgam of your values. But I do understand that some companies they, it is really hard for them to switch from a traditional office setup to a remote work based environment. We are not talking about those companies who are remote first . For them, at least to me, I couldn't imagine doing work not remotely. To me commuting is one of the most boring and most uninteresting ways of spending my time. And I know I've read in an article that on average t he US, American people, they do commute like two hours per day on average, which is insane to me, but for us, it was never a choice to switch or not because we started remotely. Anyway, but for those who, yeah, those companies who had a company they had an operations, they had a team in an office. What would be, what do you think would be the main challenge for them? And how to solve that challenge when they had to switch to a remote work environment.
Rodolphe: So that's a great question. Most organization I've been chatting with that did not used to work remotely before the pandemic and had to be transitioning to that during the pandemic, they all asked me about processes. What process should I have in my company, which I understand. And there are some tweaks you can make for sure. But the overall question here is not about processes. I think it's about promises. What promises were made to the employee that are gainfully employed by your structure. If the employee was joining your company because they love to be able to be mentored face to face by most senior members. If your company had a promise that you will have a lot of physical interaction and you just so happen to have a bunch of employees that are very extroverted. And I really are fueled by that. Some people in sales team, for instance, maybe that way . Then you can optimize and you can change your processes of course. But the real thing is the promises that were made the promise was that people would get to interact face to face and they're not anymore. So yes, I can talk about process, but let's just have some empathy for first is a very uncertain and tricky period. And then I think it's quite natural that when you shift, you have a tectonic shift from one way to work to another, well, as human we're creatures of habits. And we don't love change that much. And chances are a lot in our personal life change over the last year and a half. So chances are some of your workers are not going to be happy, even though you do the best of jobs traditionally, remotely. In other words it's doable to improve the situation, but it's not going to be heaven for everybody because some people just want the interaction, which I, a hundred percent distended support. But when it comes to improvement, you can have a thing, it's a lot about listening to change, like listing how the company's strength to change. So that's asking a lot of questions and also trying to lead by example. What I mean by that is in 2020, a lot of companies found themselves being online or sudden, and since they could not meet anymore, they decided to have more meetings, more Zoom calls, and I've seen screenshot of calendars and I've heard stories and I've seen things you just had meetings back to back and you left your remote work day more exhausted than you would your office workday. So that's the first thing , are we optimizing for output or for busyness, which again is more of a value question and a process question. So that's questioned how the organization sees itself. Does management mean, I want to make sure that someone has the butts in the seat or have a green dot next to their name in Slack, or does it mean that they just need to keep the output that was scheduled for them? And if they do it in 20 hours and I pay them for 50 hours? That's fine. And the question I often get the question often ask is. If leadership is expecting the output of the team to be just about the same or slightly less than it was to be, are they walking the talk? Are they really doing all the can to set a good example, remotely? Specifically if a company is going to issue a press release or a statement of intent saying we're going to be the best remote company around. Six months later, a year later after the statement, what percentage of the board of directors slash C-level slash director, VP, whatever are actually working remotely, meaningfully. And then when push comes to shove, meaning we have a big decision to take. Are you going to be able to make the decision remotely? If yes, then you could expect were underlinks in your team to make those decisions. If not, then you're, preaching something and doing something else yourself, which is ungraded. So I see a lot of discrepancies between declaration of intent and what actually happens within companies. And I see a lot of busyness replacing productivity, which has to do with value, but also to the fear of losing control over the situation.
Peter: Yeah. Yeah. Controlling and micromanagement are great factors with any team management, sadly. I can just personally remember when I was working if you'd ad agencies and anyone who worked in the creative industry can relate to the situation when you have a two to three hours creative meeting with everyone on board and how productive that was by the way it wasn't. Replicating that process to the remote work environment, most companies tend to have more meetings, as you said, just because you cannot really sit and slurp your coffee in the offline meeting room. You cannot really do that on a two to three hours Zoom meeting, or I don't know, maybe there are some companies who are doing that. So you have to have multiple shorter versions of meetings just to make sure that you like look busy. Remote work started with the startup companies, mainly, and one of the feedback that I get from company owners or senior managers for bigger corporations that, yeah, it's like manageable to work fully remotely for a company that has 50, 20 to 50, maybe a hundred people headcount. Because you can organize the processes properly there. But how one should work fully remotely with a company that has thousands of people. Obviously the answer to that is that yeah, people are already doing it. So HubSpot Salesforce, just to name a few recent examples who just turned to fully remote companies. What do you think is there any difference between a startup company and the like a multinational big corporation when it comes to working remotely.
Rodolphe: I think there is. And the reason there is that in most of the startup company we're discussing right now there were an opt-in mechanism people were opt again. We're going to the career space of a remote startup and you apply to work remotely. Whereas if you worked at Salesforce, You were working at Salesforce and then you got given the choice to work remotely or go back to the office. So it's been different, like again what are the agreements you started your journey with. Either you find yourself having a better deal than before, and some people are saying I commute so much less. I have more time for my family. So remote work is a great deal. Other people said before pandemic, I could fly, 50 to hundred thousand miles a year and I will go to crazy lounge airport. I'll have the best Amex you can have it off crazy. It wasn't great for the planet. So at the end of the day, I think people would vote with their feet. And I think that we've seen it's doable to have a remote team that is a thousand or few thousand people strong. Automatic , Envision, Zapier were part of the original company that built their headcount, anywhere between five hundred to 1,500 people. And they did so remotely. So they managed to jump over the hurdle of international employment early on about engagement and productivity. Think about diversity, think about how to hire and how to let people go remotely as well. Some company have been trailblazing and I think a larger organization I've been taking notes. Now having working some of those large organization have feel like tradition is that they've been organized by hubs. So even the HR policy, you should take a, one of the big four, one of the big five, it's different. Whether you look at the North America HR policy or the Europe, middle East Africa, HR policy, and APAC. So they already regionalized. If you look at Stripe for instance when they decided before the pandemic to open their fifth engineering hub, first, when being San Francisco, then they have something like New York, Dublin, London, and then the fifth one was remote. So remote was a sort of a sandbox by itself where they could hire from anywhere within a geography. And they said this is going to be how we test it, which is going to say, we need new processes for those good people. We need more attention for those good people. And this is going to be an addition to our real estate strategy, to our culture, and this is going to be a new option. So what I'm saying here is that some company will say we're going to jump in the deep and it could become a hundred percent remote where others said let's just say it's part of our organization. That's going to become remote. It's going to be a hub for instance. So there are different ways to go there. That's why I think that now it's going to be offered by most companies if not all, but not for more positions. That's my best guess here.
Peter: I didn't know about the Stripe example. It's so great. It's so easy to think that you can replicate the existing process or existing hubs that you have, and just forget about the fact that you have a location and just do pretty much everything that you did on a location-based team structure, but this time without a location. One of the, I guess key factors of your company is to help people to find talent remotely. Let's talk about how one should approach or start hiring someone remotely. I personally hired a lot of people online and one of the most neglected steps that people often forget is a simple one: write a great job post. What do you think, what should be in the best job post, or do you see any trends in job post creation? I know it's a simple topic to discuss, but as said, it is often neglected by the employer.
Rodolphe: It's such an important one. Like part of what we do at Remotive is to look into companies that are hiring lately. So we publish a list of 2,500 companies and internally we have, we track over 20,000, really, who just hadn't take a few things. So I've literally spent my days looking at job description to see what's out there and so on, so forth. So I couldn't agree more. It's a very important thing and think of it that way. If you want someone to join your team and spend most of their waking hours working for you with you. How much effort are you ready to put in the process of selecting that person? Because you'd want to be with you hopefully four years and share part of their professional journey with you. So the effort you're going to be putting into being specific thing, transparency, being upfront, being thorough, all of that is the first window of how you work as a recruiter or as an early stage founder. So when you found each of these job descriptions very vague, unless it's for a big logo and you say they have their reasons, usually it's a turn off of people. And the more senior the applicant you seek, the most thorough, your job description should be as well. Chances are talented people already have jobs that they're very happy with. So to even need to consider working for you, they need to understand all the intricacies. So when you bring that to a remote set up, that means I, am I going to be working with people, synchronously or asynchronously? Are you welcoming applicants from the geography I'm from, like, if I'm an American and basing Croatia, is that a yes, maybe or no . Am I going to be emotionally and physically like mentally investing in myself to apply into your company if I'm not even sure I make the cuts. That's a very tricky situation for an applicant to be in. Then of course you need to understand potentially what pay is and what perks are. And what do we say about vacation? Is it a American style? We would like 10 PTO days per year or the European and, are you working four days a week or five days a week? Do you have diversity in your team? If so, how do you go about that and if not, do you want it to change or is it something that's not a criteria for you. Diverse in the US, diverse in Europe, different definition for most. So that's also interesting to see how it's articulated and all those things . Brought in a new trend that's been very 2020 or bit 2021 of people having the job description on Notion rather than applicant tracking system, just because it fell back. Often times they built a culture decks and the value on Notion files and to feel like candidates can navigate a private slash public Wiki around decisions that have been made, culture, values, interviews, and so on and so forth. Again, the best positions you'll find often have the most information laid out clearly. And that could be as simple as referring to your company's blog. If you're sharing the good, the bad and the ugly about how you built your company, it doesn't have to be a 20 page description, but I should be able as an applicant to find the answers I need before getting serious about doing anything. And also if you ask me to do work for you let it be paid work .
Peter: I think one of the key factors that we talk so much often during this conversation is transparency. Do you think that remote work will drive, somehow the other companies transparent policies. So it is really important to to find everything online about the company, how they work, how they do their culture, how the do projects and so on it's on.
Rodolphe: I think that we're gonna see across the board if they want to make it in the digital slash remote work, they have to be more explicit. So being more explicit and saying what you mean is gonna be a need. Otherwise everything's gonna go South. So being explicit is going to be new norm I think. Whereas transparency, I think is not evenly distributed. What I mean by that is some companies will take the opportunity to say now we're working remotely so maybe that 40 hour job is just a question mark hours job, as long as you get your job done, and other companies will have a more economically interested outputs on this. So they'll say let's have every single employee install a screen capturing software. That's going to attract your mouse activity. There's going to take screenshot of you. It's going to make sure you work and we're going to control the work you do. And that's not as infrequent as people think. I think many companies, not all, but a good chunk of companies are going to go towards control. Another chunk of companies are going to work towards transparency, but yes, remote work is going in flexibility. And you gotta be more explicit, but I'm not sure it's necessarily going to be driving transparency just as much. Just like in the workplace. If you have a company with a 50 year culture of checking on your work and making sure that mid-managers are very powerful in their reporting, then some people are going to think they're better off just tracking every click you make, because that's just a continuation of what they had in the office pre-pandemic.
Peter: I don't even think that they had the same thing in the office. They just want to control they want, they just want to replicate the fact that they can lean over to someone's computer. When they did it in the office. This time, there is no office. So yeah, that's tracking. I do agree by the way that time tricking is important when we are doing projects it's really great to measure how much time you spend on certain aspects. You can learn so much from it. But tracking time just for the sake of it's just for control measurements, I don't think it's valuable. Yeah. So in terms of remote hiring solutions I think we can group the solutions into three different categories. Category number one should be your usual suspects of freelance sites. So Upwork and the others, Fiverr. I think people use those sites when they need a quick fix. And the second group should be I think the hiring companies like recruitment companies, like Toptal where they tend to outsource already vetted freelancers to companies. I understand that this is a great solution too, especially if you don't want to invest too much in the hiring process. And there are the third, the usual job boards that you have, exclusively tailored to remote work , like your your company as well. So what would be your advice when someone should use exclusively a job board instead of the other two that I mentioned, or if you think that there are other categories, feel free to argue with that.
Rodolphe: Sure. I think that it really depends what need you need to answer. If you need that logo refreshed from green backround to red background. Yeah. Upwork, Fiverr, any day. If you had very specialist work, maybe that's a great, those are great sites. I'm not a customer myself, but I understand they have specialists at times. So that's good. When it comes to Toptal and Clevertech and other agencies, I've been on calls with a London-based company saying I need 15 developers to start working in two week time. And I need them to be at this hourly pay.If that's what you need, you've got to go towards a, some sort of a consultancy slash outsourcing slash offshoring 2.0 company, that's going to sort you out. So if it's a budget constraint at scale, I think those are great. Same if you are enterprise and government probably have more accreditation's than most pure players. Then I think there's the last category and finally I'll talk about remote job boards. Last categories are head hunters. If you do all the full-time equivalent in your team, you may want to turn towards headhunters. The only thing that's most had entered I met are specialized in some in job categories and geographies. And oftentimes they charge 20 to 25% of the first year salary. So if you're looking at someone who's got a reasonable pay, you may great candidates. But it just likely to be a different budget. So again, that's depending what you're looking for. What I see a lot of startups do is to say we starting to hire remotely, or we wanna hire remotely through different channels and to do we want to reach out to an audience that is happily and gainfully employed right now, but if they find a different setup, a better gig, you find something we excited by, we would consider jumping ship. So basically passive job seekers, not people that are currently marketing in the sale, but people that are like I have a good situation. Maybe there's something better later on. And that's the audience we tend to cater for. People were working technology, often time had at least one key experience in a tech hub. Then they wanted to go home or have a career change and they still want to maintain the C-level of ambition. And that's exactly why we write content and what we distribute, what we do to continue gathering this audience since 2014, in order for companies that look for marketing manager, customer success, representative or front end developer to have a central hub website when they could say I don't care much what the kitty to comes from, or maybe you have some small set criteria's and here it is, I will use you as a megaphone to amplify your current efforts. So instead of just tapping into your city friends or a work connection that you have on LinkedIn, you just open the flood gates and try to recruit internationally.
Peter: Sure. By the way you mentioned headhunters and recruitment companies. So if you go to I dunno, monster.com most of the job ads that you see there are from recruitment companies. If you go to your site, Remotive, most of the job ads that I see there are directly from companies and not from recruitment companies. Do you and I honestly, I don't really know how remote headhunting would work or would it work at all? Do you think that recruitment companies and headhunters will have well slice i n the pie in remote work or solutions like yours will take over there.
Rodolphe: Yeah. Great question. So a couple of things first. Yeah, we work 99% direct with companies. We often, yeah once in a while we have a recruiter coming, but we're 99% direct at Remotive. Which we happy about because then we are sure about the quality of the end client. And it's not only like a mystery gig that you're not quite sure what you apply to. I think the reality of headhunting today is that it's mostly useful for hard to fill positions. And the second reality there is that hard to fill positions are very likely to have had exposure to certain hubs. For instance, you can look for a engineering director. It's very likely that this person, at some point throughout the career, had a stint working at one of the big 4 or had a stint working the major global tech hubs. So as it stands in 2021, a lot of headhunting is done on past network. Like typical, like Buffer or other companies were looking for a VP of product. You're looking for a VP of product for a software as a service company, that's 15 to 20 year experience. On top of it you may want to have candidates that are diverse and only your usual suspect that are in job hunt right now. So that takes networking in circles of people that already have been in the business for 20 years. And as it stands, they almost all have some link to California slash New York, Boston area. I think this will change. And I think they see the bright future ahead for industry professionals that can rally people around a given theme, such as, CFO international, for instance, and then can find CFOs that can work around the world and have experienced leading say in America and or a French company. Because it can be based anywhere as long as it knows this specific thing they need to do for the market. So I think we headed towards shuffling cards a little bit more and having more boutique agencies, but for now those, any salaries above $200,000, usually they worked in the US or in the UK at some point
Peter: Yeah. Most of these senior positions are tied to location, as you said, but since working remotely means explicitly that you have the access to the global workforce...
Rodolphe: It's getting better. Now you have second or third generation. You could have been VP of product, director then VP of product and two or three companies. And now you do it from Spain or you do it from Mountain View. It doesn't matter anymore. Like it's just what it is.
Peter: Do you see any geographic trends by the way from your company or from any trends you spot because you're active in the remote space anyway , that where most of the employers come from and where the most of the employees or the applicants are coming from.
Rodolphe: I think that Asia Pacific and Australia in particular, they've been used to work with sister offices in different times zones, just because of location. So they are pretty, pretty flexible and open to remote work, especially since there's a shortage of developer in Australia. So you have to look elsewhere. Americans have been leading the trend, just because again, shortage of developer, if Microsoft is able to offer 180-200,000 to someone who's fresh out of college, then you've got to thing that tones is not linked to your zip code and that you can hire in different location. So that's opened the game to people being hired elsewhere. The UK have traditionally followed the U S Canada. Same. You've got mainly in Europe that has really changed due to COVID because now it's an option. But I do not know how strong the going back to the office effect is going to be. As in technology company will stay remote, but like the biggest change we get to see is that I work at Accenture at management consulting four year, a long time ago. If you worked with a consulting firm, people have billed by the hour. And it's best to see people you pay because then you know why you pay them. If you pay them and you don't see them it's very hard to justify fees in management consulting. So I think it's an entire branch that things may shift towards either, high-end boutique consulting like McKinsey and then there will be an opening for company that will do outsourcing and offshoring for lesser tasks that do not require it to be in offices in the big glass tower, in the downtown of whichever major city where you are shedding out crazy,hourly salaries for those consultants. So consultancy I think is not going to have a great time coming out of this, but they'll adapt I'm sure.
Peter: Sure. I spoke with an Oxford graduate consultant like five years ago. And he explained in a very simple manner how big consulting companies work and why they can charge such fees because they have locations all around the world and when they have a problem in, I dunno Southeast Asia, they just simply ask the European office, how did they solve that problem and transfer and translate that problem, solving to that culture and vice-a-versa which is at the end, essentially how a remote company should work anyway. So I don't really see the point that...
Rodolphe: Traditional management consulting is ticket managements plus PowerPoint presentation twice a month.
Peter: Let's close this conversation with some practical tips. So what would you advise to someone who want to find the best talent for their company remotely? How should they start? What should be the, I don't know, three to five key steps they should be aware of.
Rodolphe: Yeah. I think you should be quite clear about what you need and who you need in terms of addition. So spending some time chatting with your peers, chatting with other companies that you know, or that you've seen the hire remotely successfully. I think that's a great way to benchmark what others have done and get, friendly advice from there. People feel very inclined to share. So I think that's a great start. And then realizing that its gonna take time to find the right person. Chances are if you really want that great addition to your team, you will take time to write the job description, do interviews, and then get the trial period to see what the person is even going to work out. Because just like in the offline world you need to test whether it's that's going to go through at all. So budget more time that you need. If you can have a date by which you will close the application then add it to the job description, this is a healthy sign of urgency. And if you can also tell applicants by what date they should hear back, even though it's a canned response saying it did not work out, I think that's a very appreciated way to do business as well. And finally, if you need to broadcast you offers, if have a question about international employment, pay, culture, or what have you, just drop me an email to rodolphe@remotive.io. And if I cannot answer, I'll give you resources. If I can answer it, I'll just let you know what I can do.
Peter: Perfect. Thank you very much. Thank you for sharing all of these insights. I hope we could provide valuable insights for those who are interested in switching their business to remote only, they are looking for hire someone from the global talent pool. Make sure you use Remotive to do so. We will cover more business challenges in our upcoming episodes as always, we will follow up this show with more content on our site at theninetyninechallenges.com. Thank you for tuning in.
