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The Remote Manifesto

about.gitlab.com

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Re: The Remote Manifesto

#111

Post by brianpgordon »

hnarn wrote: post #2

> For example, onboarding can be more difficult when you're remote, because it involves more self-learning and you're not physically with your new coworkers and fellow new hires. This can cause the first month in a remote role to feel lonely, especially if you're transitioning from a traditional office setting. As someone whose primary experience from going between jobs in IT is that almost the singularly most import…

> It's almost insulting that this is even spun as an advantage: "Onboarding may be less stressful socially"

Going to a new office and meeting a bunch of new people all at once can be overwhelming for some people. Familiar surroundings can help make the transition to a new job less stressful.

Re: The Remote Manifesto

#112

Post by return1 »

hnarn wrote: post #2

> For example, onboarding can be more difficult when you're remote, because it involves more self-learning and you're not physically with your new coworkers and fellow new hires. This can cause the first month in a remote role to feel lonely, especially if you're transitioning from a traditional office setting. As someone whose primary experience from going between jobs in IT is that almost the singularly most import…

This seems like something to fix. Remote work imho is the inevitable future and it is going to get better and better as more people join the asynchronous work model and people build services around remote companies (there are very few things currently , compared to the mountain of tools and services available to the corporate office). I m obviously biased, but like others here i think once you go remote you can't go back. As for the lack of office socializing, we can be creative there, it doesnt have to stop at slack and skype. I think gaming is a good fit to replace the 'experience' of a colocated office. A virtual presence (like a second life but for companies) can not only gamify the experience and make it fun, but it can also act as a map of the company and help orient everyone and give a sense of presence.

Re: The Remote Manifesto

#113

Post by return1 »

tnolet wrote: post #7

However much I like Gitlab, the “disadvantages” section is a joke. Working alone with only video, chat and email is a huge fundamental change in how work is done and I’m pretty sure we as a society don’t really know yet what impact it has on social development, interpersonal skills, empathy, sympathy etc. they should at least acknowledge that.

Honestly, people adapt, and they are still social creatures like they ve always been. On the contrary, i find the fact that most people's social life ends after they leave the office to be deeply troubling.

Re: The Remote Manifesto

#114

Post by baroffoos »

onion2k wrote: post #23
baroffoos wrote: post #10

Earlier quoted context omitted.

That bias already exists, if 2 candidates with the same skill apply and one is asking for a lower pay then they are likely to be picked over the other. Why pay more for the same skill? If you want to have higher chances of being accepted then lowering your costs so you can lower your required pay is a good strategy. I'm fairly sure the gitlab ceo commented before that they don't want to pay people way way over the lo…

Why pay more for the same skill? Because people aren't stupid and when they realise they're being paid less than they're worth they'll leave, and then you'll have to go through the pain of recruiting someone else.

What is less than worth though? $1 in my city goes a lot lot lot further than $1 in silicon valley. Sure, I could move to SV and get paid 400% more but I would end up with a worse quality of life and be poorer. I want to stay where I am and from what I have seen gitlab pays thats quite good for my city.

Re: The Remote Manifesto

#115

Post by hnarn »

geofft wrote: post #63
hnarn wrote: post #2

> For example, onboarding can be more difficult when you're remote, because it involves more self-learning and you're not physically with your new coworkers and fellow new hires. This can cause the first month in a remote role to feel lonely, especially if you're transitioning from a traditional office setting. As someone whose primary experience from going between jobs in IT is that almost the singularly most import…

> almost the singularly most important factor is the social life of interacting with your colleagues I'd like to make a slightly different response than "I don't want my company to be responsible for my social well-being": I think part of what you're saying is less that your (pure) social life is derived from work than that work itself is a social experience and that helps productivity/morale. I think many of the pro…

> I'd like to make a slightly different response than "I don't want my company to be responsible for my social well-being": I think part of what you're saying is less that your (pure) social life is derived from work than that work itself is a social experience and that helps productivity/morale.

You are absolutely correct, thank you for helping me phrase it.

Re: The Remote Manifesto

#116

Post by shampto3 »

sixhobbits wrote: post #105

Interesting, I know the variation of this from https://www.remoteonly.org and didn't realise it was associated with gitlab

I started working for GitLab back in October 2018, and was inspired to start looking into remote work because of https://www.remoteonly.org. It wasn't until your comment that I learned that GitLab maintains that project [1]. Thanks for pointing that out!

[1] https://gitlab.com/gitlab-com/www-remoteonly-org

Re: The Remote Manifesto

#117

Post by Data_Junkie »

hnarn wrote: post #2

> For example, onboarding can be more difficult when you're remote, because it involves more self-learning and you're not physically with your new coworkers and fellow new hires. This can cause the first month in a remote role to feel lonely, especially if you're transitioning from a traditional office setting. As someone whose primary experience from going between jobs in IT is that almost the singularly most import…

Nothing a company can do more for my well being than letting me work without having to be trapped in a social environment.

Re: The Remote Manifesto

#118

Post by richardriko »

hnarn wrote: post #2

> For example, onboarding can be more difficult when you're remote, because it involves more self-learning and you're not physically with your new coworkers and fellow new hires. This can cause the first month in a remote role to feel lonely, especially if you're transitioning from a traditional office setting. As someone whose primary experience from going between jobs in IT is that almost the singularly most import…

The primary objective of the employer is to get the work from employee and the employee's primary objective is to get paid well according to the market and skill. Having nice socially intractable colleges is outside the control of both the employer and employee. In my personal experience people who oppose Remote work are the people in managerial positions who does lack coding skills.

Re: The Remote Manifesto

#119

Post by a_imho »

jypepin wrote: post #49
a_imho wrote: post #40

Earlier quoted context omitted.

Could you please list some of the type I companies? I'm at the other end of things and find they are non existent, but maybe I'm searching in the wrong places. Remote is not a protected group [0]. [0] https://elsajohansson.wordpress.com/2017/09/13/what-does-a-w...

I don't have a list, but Basecamp is the first one that comes to mind and is vocal about it. More and more startups today advertise that too. Github might? I think today most SF-based remote companies offer SF-based salary for what I've observed. But I'm not active on the job market so I can't tell for sure! edit: a quick google search returns a few good links, including some recent HN discussions.

Thanks, but Basecamp is very vocal about not hiring though and I don't see any indication GitHub/MS would be offering anything comparative. I'm fine with links too, if you have any please share.
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