Experimentation and iteration lie at the heart of a lot of things we do at Buffer. If you've been following the Open Blog for some time, or even if you've just popped by (hey there!), you might notice that we reflect on remote work– a lot.
Our remote setup enables our distributed team to work wherever they're happiest and that freedom is a much-valued perk that Buffer teammates enjoy. Our employees feel trusted to be in control of their job, and for us, we enjoy less overhead and the benefit of hiring without the confines of geography.
We're always looking for new ways to improve the remote work experience for our distributed team and remote team meetups, which we call On-Sites, are proving to be invaluable supplements to our remote setup. It probably sounds a tad ironic at this point – to rely on On-Sites when we believe so strongly in remote work – but hear me out.
Why host remote team meetups if you're fully remote?
While we wouldn't trade the value of being a distributed team, it's hard to deny the value of face time for team morale and serendipitous connections. Nine annual retreats (and the thousands of hugs exchanged) have shown us exactly how precious our time spent together is, and prompted the idea for smaller remote team meetups.
While the People team continually experiments with ways to cultivate that sense of serendipity across timezones, there's no replacing the warmth of a real hug or the joy you get from watching a smile spread across someone's face and light up their eyes without the filter of a camera lens. Real human interaction with those that we spend our days collaborating and creating with is key to our remote team meetups.
As the team grows in size, annual retreats are increasingly focused on team culture and company-level strategy; in fact, one of our key retreat objectives is to maximize team bonding opportunities throughout retreat week. This leaves little time for heads-down collaboration within the team.
Furthermore, although our remote team is fully-equipped to work together across time and space throughout the year on both day-to-day tasks and high-level strategic planning, the sense of isolation that comes from waiting a whole year to meet your team face-to-face can make things more challenging than they have to be.
It's not that we can't have these high-level, strategic discussions remotely. Rather, it's the invigorating effect that the dedicated team meetups have that excites us and inspires us to carve out a space for the same collaboration in our day-to-day.
To gain that interpersonal connection that drives our every day work, On-Sites are our solution.
Our customer advocacy team at an on-site in Miami (2018).
What are On-Sites?
We introduced these in-person, work-focused team meetups in 2017 to supplement the annual retreat and haven't looked back. With the annual retreat happening in Q2 and On-Sites mostly planned for Q3 or Q4, we've found that there's enough face time to maintain that sense of connection between coworkers over the year.
On-sites carve out the space to be intentional about high-level matters each team/area wants to tackle. It's often easy to get carried away with the day-to-day – there's always one more email to reply to, one more expense report to clear, one more pull request to review; On-Sites give us that blocked off time to be fully present to each other. They give us the opportunity to work on foundational things that align us as a team and things that help make the day-to-day a touch smoother and more cogent.
How we design On-Sites
In my previous professional life as a teacher, I often designed lessons with the end in mind. What is the outcome I'd like to achieve here? This approach informs much of how we design On-Sites at Buffer. We begin with the intended outcomes of the remote team meetups and figure out the rest from there.
Outcomes such as who's attending and what the purpose of the On-Site is help crystallize further details such as where the On-Site is held and how long it will be. While we did not prescribe a fixed number of days for the On-Sites this year, many teams decided on 3 full work days bookended by 2 travel days. High-level vision and strategy discussions can be energizing and draining all at once and it feels like 3 days was just right for most teams to power through all the topics while managing their energies and getting some team bonding time in. This duration also preserves weekends for family time before and after this week-long business trip!
Once we had the broad details locked down, the rest of the details fell into place. We reviewed our learnings from mini-retreats in 2017 and introduced a few new guidelines to make planning a little smoother all around:
- For meal expenses, we defaulted to putting large charges on company credit cards and working out a per diem for each On-Site. The amount varied depending on which city the team was headed to as well as further details like whether breakfast was included in our lodging arrangements.
- Given the intensity of a 3-day 'hackweek' of sorts, we also strongly encouraged teams to search for lodging options that afforded everyone their own personal space at the end of the day. Although recommending a private bedroom and bathroom for each person limited options a fair bit, this guideline has generally been well-received! Breathing room at the end of a wild workday is always welcome.
- All remote team meetups had a main planner who collaborated with a People team member (that's me!) to make the event happen. The On-Site owner and I either co-planned the meetup or they planned the entire event on their own while I remained available to consult about key decisions along the way.
- We kept these remote team meetup discussions separate from the day-to-day by creating temporary Slack channels for each event. This made sure that On-Site specific decisions were attended to in their own space without disrupting the day-to-day discussion in teams (and vice versa!).
As with annual retreats, we made in-person attendance optional this year. Teammates may find travel challenging for a variety of reasons and some of these challenges could be overcome by taking the On-Site directly to those teammates (e.g. the Mobile team headed to Missouri to be closer to Jordan who had just come back from family leave, and the People/Finance team met in Portland where Nicole lives). When that was not an option, we experimented with variations of virtual and in-person meetings.
Here's what our On-Sites looked like in 2018
This year we tried every possible permutation of team meetups:
- 100% in-person (e.g. Data, People/Finance, Mobile, Analyze, Publish)
- Partially virtual, partially in-person (e.g. Advocacy, Marketing, Product, Core)
- 100% virtual (e.g. Executives)
Each of these had its merits and challenges, and we're learning as we go along. Here are some quick reflections on how each of these types of remote team meetups went:
Although these were tricky with some teammates flying a full day to be present at the On-Sites, meetups with full in-person attendance had arguably the smoothest experience once everyone had arrived and settled in. Groups either worked from a coworking space near the hotel, or in the case of the People/Finance team, worked out of the living room of a serviced apartment. Having everyone located in the same physical space made it easy to adapt the agenda as the days shaped up. Starting and ending the work day together also helped everyone feel fully involved in major decisions that were made or touched on.
On the other hand, expecting teammates to take a full week out of their lives to travel to (sometimes) faraway destinations for a 3-day meeting can be a tall order. It was especially challenging for folks who had to skip several timezones in order to do that – long-distance travel can be physically demanding and some teammates only fully acclimatized to the timezone changes towards the end of the week.
This also may not be the most inclusive option for teammates' who face more challenges around business travel or travel in general. This is something we are continually reflecting on.
Fully virtual On-Sites, like the Executives' hyper-focused 2-day series of Zoom calls, also went rather well with everyone located in the same virtual space. Much like the first option, having a clear start and end to the work discussions was helpful, and having everyone located in the same space, albeit virtual, made it easier to adjust to updates to the agenda.
A key learning we had from the very first People/Finance On-Site back in 2017 was the importance of determining what a workday might look like for virtual meetups like this. When you have people calling in from different timezones, the reasonable overlap can be quite small, and the agenda needs to be adjusted accordingly. For instance, as an APAC team member, it was quite difficult for me to attend the first 2017 People/Finance On-Site virtually as we have a 13- to 15-hour timezone difference across our team. The solution then was to fly me to a closer timezone to make the remote team meetup possible and it worked really well!
One thing that we could do a better job in for fully virtual meetups, though, is being mindful of the need for breaks. When everyone is located in the same physical space, it's easy to spot signs of fatigue on a teammate's face and it's also relatively straightforward to slip out of a meeting for a quick break. When you have a webcam focused on your face all-day, though, it can feel a little more difficult to slip out for a quick breather.
Partially virtual, mostly in-person
We worked with the partial model in a bid to accommodate each teammate's needs around time away from home and it's really the only possible model for teams with folks who are quite unable to travel. Just as companies with a partially remote workforce face challenges that fully remote teams escape, we found that this model had greater demands than the first two and called for a more deliberate and mindful approach.
For starters, being mindful of designating work hours that take multiple timezones into consideration is especially key to be considerate for teammates calling in from different regions. Teams that went with this model also had to navigate the tricky experience of spontaneous after-hour conversations that happen when the team is kicking back and relaxing. These tend to happen serendipitously and can be super fun! However, virtual teammates miss out on this vital benefit of the meetup. Ensuring that the virtual attendees feel involved in the whole On-Site experience is important.
Looking back, it felt like we were most-equipped to collaborate at maximum efficiency when the On-Site was fully virtual over video calls or when everyone was physically present in the same space for that week. Managing a partial in-person team experience, on the other hand, is something that's still quite new to us and we see much room for improvement there. It would be fantastic to learn from other companies who have grappled with meetups of this nature too.
Buffer teammates working together in person (one of the few times each year we're together IRL)
In true Buffer fashion, it's time to iterate
Looking ahead to 2019, here are some nascent reflections the People team has about the future of On-Sites:
1. How we can be more strategic with On-Site planning?
This year, most of the planning was undertaken by teammates or area leads who had to make things happen in addition to their day-to-day responsibilities. That's a lot of heavy lifting! We also found that working independently to plan these On-Sites led to some missed opportunities to streamline travel for some folks. (Our CTO, Dan, attended a grand total of three On-Sites this year! Thanks for your dedication, Dan!)
Next year, we intend to shift most of the logistics and planning responsibilities to the People team so each area lead can focus on setting the agenda and high-level objectives together for their team's meetup. With a birds-eye view of all the On-Sites that need to happen in 2019, the People team is toying with different ideas such as:
- Having an 'On-Site month/season' where all the remote team meetups happen around the same time and the day-to-day isn't disrupted
- Conversely, spacing out the On-Sites to alleviate the travel demands on those teammates that need to travel to two or more remote team meetups seems like a viable option as well.
2. What are our expectations around travel to remote team meetups?
This reflection mostly centers around questions of whether attendance is truly optional for all folks on the team. Is it, say, really an option for a teammate in a faraway timezone to attend one virtually? And does the immense value of having team leads present in person make virtual attendance a non-option for them? How optional are we willing to make On-Sites next year? We're still ruminating on these questions and it's hard to say for sure what we'll decide!
3. How can we be more mindful of the experience for teammates who cannot physically be present at On-Sites?
Regardless of where we land on the previous question, it remains a reality in our diverse team that some teammates will not be able to attend On-Sites. I see it as one of our key responsibilities on the People team to never stop thinking of ways we can increase the quality of the experience for virtual attendees of On-Sites. Whether it's introducing guidelines around asynchronous communication during that week, or providing equipment to encourage a more consistent or robust experience for virtual participants. There's plenty more we can do!
With so much to chew on, we're incredibly excited to start crafting the On-Site experience for the Buffer team next year. As always, candid feedback from the team on what went well and what needs improvement has been immensely valuable and we're grateful to folks for taking the time to share their thoughts.
Jason Concepcion is a Sr. Talent Acquisition Specialist at CU Direct, a technology leader that delivers lending solutions to financial institutions, auto dealers, retailers, and medical providers nationwide. As a progressive company that looks for the best diverse talent, CU Direct prides themselves on seeking and taking care of their employees.
We sat down with Jason to learn about CU Direct’s hiring process. Keep reading for his top 6 tips to put into practice when interviewing with CU Direct.
Tip # 1 Do Your Research
While it may seem obvious, learning about the company you’re interviewing for is crucial. “Before the interview, do some research on CU Direct, our products and services, and even our subsidiary companies,” says Jason. Doing the research will show the interviewer that you are highly interested and that “you did your due diligence in getting to know the company.” Check out their About page to get to know CU Direct and its various projects.
Tip #2 Ask Questions
It’s important to be transparent from the first point of contact with the company, which means asking questions to clarify and gain more information. Jason suggests, “when talking to the recruiter, ask questions. Go into that interview confident and prepared, making sure you have questions for them to figure out if you can succeed, have fun, and prosper with CU Direct. As a recruiter, we gather information and we want you to gather information, too.”
Tip #3 Take Your Time
Pace yourself in the interview. Jason explains that “it’s okay to pause, regroup, and answer questions. When asked about your experiences, taking your time will allow you to think of the situation, how you solved it, and what was the outcome.”
Tip #4 Ask Yourself, ‘What Do I Want to Do?’
Take inventory of what you have accomplished or learned in your professional trajectory so far. “We’re not just looking for what you’ve done, but we are also looking for what you can do and what you want to do,” says Jason. He believes that “those things are just as important as what you’ve done in the past. Your drive and determination will show us where you want to go and ideally, that will organically align with the positions we have here at our company.”
Tip #5 Understand the Job Description
With your resume in hand, consider what experiences best align with the job description. “Valuable work experience can be found almost anywhere. It can come from your first job or it can come from your most recent job,” Jason explains. Whatever small or short experience you have that matches the job description is worth mentioning and explaining, depending on the job you are applying for. Jason explains, “a good understanding of the job description you’re going for, and related positions within the company will give you a greater insight as to what we’re looking for and what you want to highlight or present in regards to this role.”
Tip #6 Don’t Be Afraid to Get Personal
One way to stand out in the interview process is to show that you’ll be a good values fit, so intentionality throughout, and after, the interview can go a long way. Jason suggests sending a thank you email after the interview. “This will make sure that you stand out in front of thousands of applicants,” he says. “Don’t make it generic, tailor the message including details mentioned in the interview, this will show the person that you were completely engaged throughout the interview.”
CU Direct’s personal and careful recruitment process is a reflection of their fun and innovative atmosphere, their value of team members, and commitment to growth. They offer several benefits to their employees, such as a flexible working environment, paid time off, 401k match, college tuition reimbursement, and an exciting company culture. Because of this, they want to make sure people are treated with the same kindness and positivity from the start. As Jason reiterates: “We want to make sure you are prepared and ready for each step of this process, from interviewing, to asking questions, and to possibly onboard in the future,” says Jason.
Are you interested to find out more about working at CU Direct? Check out their openings here!
We all have our favorite websites– the ones we frequent, bookmark, and recommend to others. You might even enjoy some website features so much that you’ve found yourself wondering why they aren’t more popular. Or maybe you’ve experienced times where you were frustrated with a website and wished you could add features or even design your own!
If you’ve ever found yourself intrigued at the prospect of designing and developing your own websites, then a career as a web developer might be just for you!
As a web developer you would be responsible for coding, designing, optimizing, and maintaining websites. Today, there are over 1.7 billion websites in the world and, in turn, the demand for web developers is on the rise. In order to figure out what kind of web development work best suits you let’s start with an introduction to the three main roles in web development that you can choose from.
The Three Types of Web Development Jobs
Front-End Web Development: The Creative Side
In addition to programming skills, front-end developers need to be detail oriented, creative, willing to keep up with the latest trends in web development, cyber security conscious, and geared toward user-friendly designs. The median salary for a front-end developer can reach well into the $90,000 to $100,000 range.
Back-End Web Development: The Logical Counterpart
While a house can be beautifully decorated, it’s incomplete without a solid foundation and efficient infrastructure. Similarly, a well-designed website depends on logical and functional code to power the features of that website. Back-end web development is code-heavy and focused on the specifics of how a website works. If you enjoy the analytical challenge of creating the behind-the-scenes code that powers a website, then back-end development is for you.
Full-Stack Web Development: A Little Bit of Everything
A full-stack developer is essentially the Jack (or Jill)-of-all-trades in web development. Full-stack developers need to be knowledgeable about both front-end and back-end roles. This does not necessarily imply that you would need to be an expert in both roles, but you should fully understand the different applications and synergies they each imply. In order to work in this position, you will need to know the programming languages used by front-end and back-end developers. In addition to these languages, full-stack developers also specialize in databases, storage, HTTP, REST, and web architecture.
Full-stack developers are often required to act as liaisons between front-end and back-end developers. Full-stack developers need to be both problem solvers and great communicators. The end goal for a full-stack developer is to ensure that the user’s experience is seamless, both on the front-end and on the back-end. In return, you can expect to earn a median salary of $100,000 – $115,000 a year for this role.
Taking the Next Step
Web development is both in-demand and lucrative! All three roles described above contribute to specific aspects of web development and the scope of each one can be customized to the industries and positions you feel best suit you. Regardless of which role you choose, all of them need a foundation in programming.
To gain the programming skills needed in each role, you can enroll in courses or learn independently. Coding bootcamps are a great way to boost your skillset quickly and efficiently.
Click here for some of our highly rated programming bootcamp options! Make sure to check out the discounts available to PowerToFly members.
Yun Freund considers her background to form the “typical immigrant story” — but sitting down with the SVP of Platform and Product at Equinix, it’s clear she’s made it her own.
“I came to the United States about 30 years ago with $80 in my pocket. I earned a CS degree from a Beijing university when computer science was new. I was good at math, so that’s what I studied,” explains Yun.
Fast forward a few decades, and Yun is now running one of the largest organizations at Equinix, a Fortune 500 digital infrastructure company focused on providing an interconnected platform to its global 10k customers. While focusing on external growth — the business has grown nearly 40% since her arrival — Yun has also invested in internal progress, especially when it comes to Equinix’s Diversity, Inclusion, and Belonging (DIB) goals.
“I know first-hand how hard it is, as an Asian and a woman, to be able to survive and excel at a workplace, and I’m proud of how Equinix has grown to be an amazing workplace where employees feel that they are safe, belong, and matter,” says Yun.
That’s not just her opinion. Glassdoor confirms this, having given the company a “best place to work” distinction in 2021, and a special award for best places to work for LGBTQ+ equality list by the Human Rights Campaign Foundation.
We were excited to learn more about Yun’s strategies for empowering her team — including her belief that making room for failure is just as important as celebrating success.
The Intersection of Technological Innovation and People Management
Yun first heard about Equinix through a recruiter. Decades into her career in tech leadership, she was looking for a role where she could drive innovation in both technology and people management.
“After many rounds of discussion with our executives, I realized Equinix is a company that’s full of potential. It was doing a lot of innovation on interconnected SaaS products and networking products, and I thought I could really help drive, from a culture and process perspective, the company's digital transformation journey,” reflects Yun.
Her first order of business? Building a strategy for scaling product development. Yun had long worked at the intersection of engineering and people management, and she embraced the challenge to scale a talent strategy as well as changing the culture.
That resulted in clear growth — not just for Yun’s career, as in promotions and new responsibilities, but also in what the company was able to do.
“Helping to cultivate a DevOps culture, move products to the Cloud for high reliability and availability, and build operational excellence for our customers is contributing to us fulfilling our purpose, which is to be the platform where the world comes together, enabling the innovations that enrich our work, life and planet,” says Yun.
Diverse Ways of Measuring Impact
Yun doesn’t manage her team by the balance sheet alone.
“Improving the bottom line, or operating more efficiently, is just as important as improving the top line, or driving more revenue and more customer adoption,” she says. “Sometimes it’s not about how we get new products and services out the door, but how we run things more efficiently.”
For Equinix, says Yun, that includes committing to becoming carbon-neutral by 2030.
“We’re a company that really touches life every day, from online shopping, to sending emails and streaming movies, to smart cars,” says Yun. “We want to be doing that sustainably. For example, by using AI and machine learning to lower our power consumption and using green sources of energy.”
Yun knows that to drive the most impact, Equinix needs a diverse team. She has partnered with other senior leaders and employee connection groups and started driving a more coherent DIB strategy across the company. She is excited to see the progress and wants to continue the effort in building a diverse and safe workplace for everyone — including by leading through her own example.
3 Key Ways to Empower Your Team
When Yun says that it’s important to empower your team, she doesn’t mean that you simply transfer the responsibility to your team and call it done. Here’s what she does mean:
- Embrace failure. “It’s easy to say, ‘Ah, empowerment. Here’s the purpose, go drive impact.’ But sometimes it’s not all rosy,” she says. “The road to empowerment can sometimes be a failure. How do you support your employees along the way? When they fail, you should not blame them. You should be there, on their side, to help them do a retrospective and learn from it.”
- Show trust via delegation. “Giving your team the opportunity to make their own decisions helps give them a purpose. It shows them they can make a difference. Accountability and ownership will help drive your team to have deeper engagement and commitments, and ultimately deliver results.”
- Tie individual responsibilities to company OKRs (Objectives, Key Results). “I always communicate to my team that every engineer and individual contributor’s work will have an impact on the business, no matter how small that is,” says Yun. For example, if an engineer is working on a new digital experience component for the customers, their work will contribute to some kind of business outcome such as, hours saved from many customer support calls or customer satisfaction score improvement, and that in turn drives operational efficiency and customer experience improvement for the whole business. “When employees realize their impact on the business, it elevates their motivation as well as their state of mind.”
💎For a successful job search you need to be very strategic, focused, and intentional about your career. Watch the video to the end to get advice on how to achieve it!
📼Be successful in your job search by identifying the career goals you’d like to achieve over the next 12 to 18 months. LaMont Price, Senior Recruiter, and Meg Fronckowiak, Senior Talent Acquisition Recruiter at Tenable, share with you the benefits of having a short-term career development plan and understanding your unique value proposition.
📼A successful job search requires you to take a deep dive into the job description. Look at your resume and try to match the skills and the qualifications and highlight that on your resume, so it stands out. Secondly, do your research. You want to make sure that you've taken a look at the company website. You've looked at the leadership of the company, the size of the company, and the culture of the company. And to go one step further, look at the interviewer. Look them up on LinkedIn, and take a look at their background. Recruiters always look for people who have great insightful questions that show the level of research the person did.
📼You’ll be successful in a job search if you know how to face the interview process. Every interview includes some don’ts. Don't be late. There's nothing worse than showing up late for an interview. Dress Professionally. Try to be in a quiet place so that you're not distracted. Get through the interview process, show that you're engaged, and have good body language. At the end of the interview, you always want to ask if there's any question that maybe you weren't able to answer. And always ask about the interview process to get a good understanding of the timeline.
A Successful Job Search Requires Research - Learn About A Company’s Values!
Recruiters need to know if you are aligned with the company’s culture. If you want to apply to Tenable, you should know that its core values are diversity, equity, and inclusion. They work together and they win together, and this is an idea that resonates throughout the entire organization. Tenable celebrates all of its employees. This allows them to focus on the equal representation of women and minorities in technical roles, sales roles, and leadership roles. The company provides training for all of its employees in diversity, equity, and inclusion. This helps employees to understand how their behaviors can impact others. Make sure to show that you are aligned with these values during your interview!
🧑💼 Are you interested in joining Tenable? They have open positions! To learn more, click here.
Get to Know LaMont Price and Meg Fronckowiak
Over the last 25+ years, LaMont Price has researched, analyzed, and optimized services and products by exploiting the latest tools and tactics aligned with the strategic goal via Attention, Differentiation, Trust, and Memorability. Meg Fronckowiak has been working in the recruiting and talent attraction since 2003 and she spent the majority of her career working across all disciplines including, Building out GTM Teams, Accounting & Finance, Marketing, Operations, and Sales Leadership. If interested in a career at Tenable, you can connect with LaMont and Meg on LinkedIn. Don’t forget to mention this video!
More About Tenable
Tenable empowers all organizations to understand and reduce their cybersecurity risk. Over 30,000 organizations, more than 50% being fortune 500 companies worldwide, rely on Tenable to help them understand and reduce cybersecurity risk. The company has some of the greatest minds. That’s because they bring people who come from diverse backgrounds and give them the resources and support to partner together to bring new ideas to life.