<aside> ✨ Our Values at Remote have been operationalised across the entire company. We use values day-to-day in the way we thank each other in the #thanks channel on Slack. We've also incorporated values in our Quarterly Employee Feedback Survey, in the way we provide feedback to each other and we utilise values during our interview process and to make objective decisions.
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Remoters should care about every action they take at work and in their communication and decision-making. That means assuming good intent in all situations, helping out others, and avoiding the temptation to fall into a culture of blame. We’re building Remote to make the lives of people better. Care goes beyond how we treat each other at work in our day-to-day interactions. Care should be taken in how we work with customers, how we show empathy to challenges they are facing and how our product is built and functions. Caring for others and caring deeply about the work that you do, how it translates to the customer can have a meaningfully positive impact on their lives and how we work together to achieve our mission and goals. Demonstrating care goes hand in hand with ownership which takes on a sense of personal responsibility, accountability and commitment to the success of Remote. Everyone is expected to take ownership of work outcomes; including outcomes for our customers, new product features, internal projects, and our goals. Ownership is also about trust. We give you the space to find your own way to the best answer, and the trust to see it through.We don’t need to micro-manage or hold numerous calls to ask for updates on deliverables; every Remoter is expected to fully own their work and to reach out if they need support, guidance or identify a blocker. That trust matters because the work is not abstract. The infrastructure we build together determines whether someone in Pretoria or Peru can access the same opportunities as someone in Portugal, and that kind of stake demands real ownership from the people doing the work.Each Remoter is an owner of Remote, we are all working towards Remote’s goals with our mission in mind. If you notice an area of improvement or opportunity, care enough to try to solve it - share it with others and go one step further, when possible, in suggesting how to approach the work. In summary, Care is a fundamental value that underpins our organization. It is the commitment from all of us to win and win together through collaboration but also ownership. As a group, we want to prioritize the well-being, happiness and success of Remoters (ourselves and teammates) and our customers. When we genuinely demonstrate that we care for others and the work throughout our day-to-day and create that nurturing environment, everyone will thrive. We want to build a company where everyone wants to be involved, to make things better, to care and support each other. If we want to see change, we need to drive change together.
Remote is building the infrastructure that makes global payroll and employment work across hundreds of countries. The complexity is real, and the stakes are high, because when someone's livelihood depends on getting paid correctly and on time, there is no margin for error. Our goal is to make all of that boring, in the best possible sense of the word, so predictable and so reliable that the companies and people using it never have to think about it.
We do not soften that challenge to get there. We hire people who enjoy solving hard problems, and by innovating, we make the complex feel simple. It means constantly evolving as an organization, and with that evolution, change will happen, and it will happen often. We cannot be complacent. We need to be innovative and agile as we grow both our customers and our products.
Be clear about what you are doing, how you are doing something and why you are doing something. Proactively providing transparency and clarity helps prevent conflict, improves stakeholder engagement, and helps people understand any situation better.
By default act, communicate, and work in the open. This allows others to contribute and will prevent information from getting lost over time.
Transparency does not mean every detail is available to everyone. We aim to work openly and provide clarity to all. It is a commitment to having clear information readily available and a sharedunderstanding within remote of who we are and where we are going as a company. Part of holding a high bar means being direct with each other, up, down, and across, and treating feedback as a gift rather than something to brace for. It happens in real time rather than getting saved for a review cycle, and there should be no surprises about how someone is trending. We foster an environment that is transparent and aligned and where ideas are expressed clearly and goals are well-defined.
In addition to our internal behaviours of transparency, we should be very proud of how we are a transparent player in the market, onfees, on process, and we should continue to highlight that to build unshakable trust with our customers.
Note: Transparency does not mean everything open to everyone - the notion of transparency will be overridden in the case of legally priviledged or highly commercially sensitive discussions. The goal of restricting access to this work is not to keep a secret, rather the goal is to protect Remote.
Remote is building a global employment and payroll infrastructure. For Remote to succeed, we will not be complacent, we will do all we can to build an intelligent infrastructure for employing and paying people everywhere. Intensity at Remote is a level of focus or energy applied to tasks or to complete a goal. It is about finding efficient and sustainable ways to get work done and doing it with excellence in mind while consistently striving to improve at scale.
With Intensity as one of our values, we are setting a high standard, a commitment to determinedly pursue our goals, persevere and demonstrate resilience in our drive to achieve them Learning and impact are not separate tracks here.. The problems we work on are complex enough that you never stop learning, and real enough that what you learn actually matters, so what you take on contributes a lot to your growth. . Doing this will give us balance and allow us to pursue our goals while maintaining our own wellbeing. Taking care of that wellbeing and maintaining a healthy work-life integration is one outcome of building sustainable, efficient workflows. We understand that sustained intensity requires periodic recharging and we support that.
Excellence extends to everything we do. The way we communicate, the things we build, the code we write, and the way we treat our people.
We want to delight our customers at every step, no matter what happens. We aim to be obsessed with their happiness and success, and tosurprise them, in a good way, when possible.
We set high standards and push the boundaries to achieve our mission. This is a company where everyone builds, not as a policy, but as a default way of working. Marketers, sellers, engineers, PMs, designers, HR professionals, the people who thrive here are the ones who see a problem and move toward it, regardless of what their job description says. We do notview anyone as too junior to have a great idea or opinion, because titles are the least interesting thing about the people who work here. What matters is what you build and what it does in the world.