23 Ways Companies Are Supporting Working Parents
With "back to school" looking just a little different this year, we asked our partner companies what they're doing to make the transition as smooth as possible for parents.
Being a parent was hard already. Then came a pandemic that shuttered schools and childcare facilities and added "teacher" and "round-the-clock caretaker" to the list of things that American parents must be for their kids. And with many schools not planning to open for several more months (and many of the ones that have opened finding that they need to shut their doors again), it's looking like that will be the case for a while. Working parents will have to continue to juggle the wellbeing, education, and raising of their children while also doing their full-time jobs either remotely or in-person as essential workers.
Many companies are stepping up to help make that juggling go a little easier.
Some already had generous policies to support parents and others are experimenting with what works for their employees for the first time. While parent-specific policies have caused a stir at some tech companies, taking care of working parents allows them to participate more fully at work and improves retention across an organization.
Here at PowerToFly, we have the privilege of partnering with companies who truly believe in creating work environments where everyone—including and especially women and underrepresented minorities—can thrive. We asked several of our clients to share ways that they are supporting the working parents on their teams in the hopes that their ideas and policies can shed some light on what industry-leading companies are doing in this space and inspire others to do the same.
So, whether you're looking for ways that your company can do better, or if you're a job seeker looking for your next role at a parent-friendly company, we hope you'll be inspired by some of these initiatives:
Flatiron Health is enabling flexibility
"With parents of school-age children facing so much uncertainty during the pandemic, Flatiron Health has extended policies to support employees with children. Flatiron promotes a flexible working environment, allowing parents the time and space to attend to childcare and facilitate education. All Flatiron employees have been given permission to work remotely until July 2021, which allows parents to move temporarily to a location that may be more ideal to coordinate childcare and schooling. This flexible environment includes empowering parents to block their calendars for childcare and schooling and communicate openly to their teams about their roles and expectations as their children return to school. In partnership with The Next Generation, the Parents' Employee Resource Group (ERG) at Flatiron Health, parents are also invited to take part in supportive discussions via Slack conversations and in smaller Zoom support groups to highlight and address the needs of the parenting community."
Learn more about Flatiron Health here.
Bridgewater Associates is investing in parental wellbeing
"In response to COVID-19, Bridgewater Associates has made several enhancements to our existing benefits program to help employees and their families stay safe, juggle their personal responsibilities, and support their overall wellbeing in this time of uncertainty. An area of focus has been supporting working parents and caregivers during this time. In addition to existing parent discussion groups, generous PTO, and unlimited sick days that provide flexibility to all, we added these new benefits with parents in mind:
- Flexible working hours
- Additional discounts for online academic support and tutoring
- Assistance in sourcing educators, distance learning supervisors, and childcare professionals
- Expanded back-up childcare options
To address the coronavirus itself, the firm assists in finding local testing options, provides case management to those testing positive, and will put on a drive-up flu vaccination clinic in the fall for all employees and families to mitigate against the compounding risk of both viruses.
More about Bridgewater's approach to benefits here."
Learn more about Bridgewater here.
Elastic is encouraging parents to “shut it down”
"Elastic is supporting parents by providing essential time off during COVID-19 with regular shut-it-down days. Shut-it-down days happen twice a month, allowing parents (and all our Elasticians) time to rest, reset, and deal with challenges. In addition, all Elasticians have four weeks of COVID time off to use if a loved one is ill, for spending time with family for things like homeschooling, or just to take care of themselves (sometimes parents need extra care, too). We've also invited experts such as parent educator Julie King to run 'Parenting in a Pandemic' seminars that offer strategies for handling a changing education environment. Lastly, our Elasticians support one another through community Slack channels that offer a safe space to share practical advice for new parents, parents with teens, homeschooling, and beyond."
Learn more about Elastic here.
PwC is subsidizing childcare
"PwC is offering an array of options to help support working parents in the ways that works best for them. The firm recently introduced a sabbatical option for up to six months, is offering enhanced support for those working reduced schedules, and is giving some roles the option to participate in job sharing. PwC has doubled its back-up care reimbursement amount to $2,000, which can be used to pay any caregiver—including friends and family members—to help with child care. The firm's emphasis on protected time provides working parents time to tend to homeschool needs during the work day. The firm is offering discounts on tuition programs, tutoring, and college admissions counseling. PwC also offers mental health support resources for its employees and their families at no cost. This includes access to 1-on-1 virtual coaching, community support groups, free meditation and well-being apps, trauma counseling and online resources."
Facebook is changing employee evaluation
"Facebook made several changes to support our employees during this time. We removed all performance ratings as a way to address the anxiety, uncertainty, and conditions we were all dealing with. We introduced new paid-time off programs to care for family and are offering flexibility to our employees in terms of work schedules—allowing for alternate working hours—and the ability to go offline for chunks of hours, without taking paid time off. We've also provided financial support for work-from-home set ups and childcare.
By recognizing and acknowledging the variety of circumstances impacting so many people right now, we've helped to make sure that our teams empathize with this uncertainty and need for flexibility given whatever we may be facing personally. And from a recruiting perspective, we now offer candidates the ability to split their interview over multiple days.
Maxine Williams, Chief Diversity Officer at Facebook, puts it this way: 'When people feel vulnerable, they don't need you to solve the problem for them, but they do need to know that you are there for them if they need it.'"Learn more about Facebook here.
Schneider Electric is listening to parents
"At Schneider Electric, we are focused on listening to our working parents and quickly adapting to their needs as school starts back in this challenging environment. We have encouraged parents to take advantage of existing programs like flexible work arrangements, added more options (like online, phone, chat, and video counseling options) through our EAP for those needing additional support, and introduced new programs like temporary part-time options to better manage life's current demands. We are working alongside employees so they know they are not alone; bringing in external experts for live virtual sessions, offering forums for employees to share their concerns and ideas, and providing virtual training on everything from practical remote-working tips to how to build resilience and avoid burnout. The employee feedback we gain from surveys and crowdsourcing will lead to additional programs and resources in the coming weeks."
Learn more about Scheider Electric here.
CarGurus is seeking to understand parents' needs
"We aim to create a safe space for parents to share their concerns, fears, emotions and other thoughts pertaining to back to school. We have offered the following to the parents at CarGurus:
- An employee resource group (ERG) for working parents and caregivers to give a voice for the organization's parents
- Informal roundtable discussions with the working parents and executives at CarGurus to communicate any frustrations and discuss tips, tricks, and thoughts on how to care for children as we work remotely during the pandemic
- Unlimited paid time off (PTO), which the senior executive team highly encourages the company to use
- Options to decrease or end contributions to dependent care FSAs when camps and childcare facilities closed
- A premium membership to Care.com for all CarGurus employees
CarGurus' goal is to keep discussions open with our Parent ERG and continue to be flexible in terms of receiving feedback and adapting as the school year progresses. Knowing that what works this month may not work next month, we believe that being flexible and understanding will be one of the best things we can do for the working parents at CarGurus."
Learn more about CarGurus here.
Bounteous is providing resources to make schooling easier
"Bounteous understands that the school season will look a little different this year. Whether children have opted for in-person or remote learning, we know that this is unchartered territory for our parents. To navigate through this work and school from home experience, our team has created a B: Connected Guide filled with professional resources, helpful videos, and links as well as a calendar complete with supplemental activities to support families throughout the day.
Team members can access creative learning pages and inclusive social opportunities to engage children of all ages, including college-bound students. This guide also provides parents with tips around safe social interaction and a list of extracurriculars ranging from books clubs to cooking lessons, and more. We want to put our team members at ease and provide stability in and outside of the Bounteous community."
Learn more about Bounteous here.
AAA is bringing parents together to help each other
"AAA is happy to have a dedicated Business Resource Group called Parents@AAA. Our BRG is composed of parents from all backgrounds and walks of life, who span across all levels and roles within our organization, united under the common goal of supporting working parents. We are supporting parents and their children's unique back-to-school situations by providing resources tailored to their individual needs. We have compiled information on COVID requirements and district expectations across our 7 states, in one place for parents to easily navigate. We actively provide ongoing tips and best practices for parents to navigate these uncharted waters. We provide our parents with resources through our Employee Assistance Program for needs like counseling, parenting tips, homeschooling resources, and work-life balance best practices. We stay in the forefront of these changing times by having so many of our team members actively involved in helping one another, together."
Blue Cross and Blue Shield of North Carolina is connecting parents with childcare resources
"We want to say to working parents: we see you, and we want to help. Nearly a quarter of our workforce at Blue Cross NC has children age 13 and younger at home. While our own onsite backup childcare center will be closed through at least the end of 2020, we're supporting our parents in many ways during this time. We're:
- Providing qualified employees with a childcare subsidy to help offset costs for tutoring, remote learning supplies and equipment, childcare, and more
- Connecting our parents virtually through a "Pandemic Parenting" group on Yammer, our internal social media platform
- Offering discounts to childcare finders, like nanny services and Sitter City, and tutoring services
- Setting the expectation that leaders and employees will be open to flexible work schedules to support this new work life"
Gainsight is welcoming family member cameos
"At Gainsight, we have set up a slack support group and Employee Resource Group for employees with children. We also have arranged for flexible schedules and have a policy that welcomes children (and pets) to say hello in Zoom meetings. Over the summer, we also set up a 'Lil' Gainsters' Summer camp with Zoom meetings that included arts and crafts, reading with our CEO and CMO, and cooking segments. It was a blast!"
Learn more about Gainsight here.
Mindbody is enabling at-home school with tech
"Mindbody is implementing several new policies and support mechanisms for our working parents. We recognize that parents need flexibility in their jobs now more than ever, and to feel confident that they will not be evaluated in an inequitable fashion to their colleagues in their work performance. We are giving parents the opportunity to work with their leaders on their schedules and empowering them to do so. In addition, to create transparency for team members and their colleagues, we have updated the default Slack status options to include a designation for childcare. This indicates to others who may be contacting working parents that responses may be delayed. Additionally, there is a designated Slack channel for parents across the organization to share and connect. Finally, Mindbody is implementing a new IT hardware recycling program where our retired functional IT equipment like desktops, monitors, and laptops will be available for team members to have mailed to their homes for their children to use for distance learning. This program will be ongoing and meant to first support team members who are in need of financial assistance for IT hardware."
VideoAmp is putting parents first
"Our People Team quickly mobilized to figure out what the top concerns and priorities were for parents at VideoAmp. We used guided questions on topics like the tactics of back-to-school, emotional concerns, work implications, and employees' goals to better understand their needs. From what we learned, we're now encouraging all employees to be mindful of their peers' calendar work blocks and to respect time set aside for family meals, daily breaks, and time spent supporting their children with things like schoolwork.
Through our ongoing health and wellness initiatives, we strongly encourage kids to join our virtual dance and fitness classes with their parents. We also partner with Modern Health and offer company-funded mental health support, education, and resources for all employees and their eligible dependents. The telehealth service offers parent circles led by registered therapists where people can openly share their questions and concerns.
From its inception, VideoAmp has had a People First philosophy. We are passionate about health and wellness, and take the needs of our parent employees to heart. To this end, we offer annual vacation cash stipends to support taking time to reset and spend time with loved ones. For parents specifically, there are resources for child care and ongoing educational needs which they are eligible for from their first day at VideoAmp."
Learn more about VideoAmp here.
Chainalysis is welcoming inverted working hours
"Chainalysis has approached the COVID-19 pandemic with flexibility and grace from the start and as school resumes, we've doubled down on that approach. This translates to flexible (or inverted) working hours for parents with the full support of our leadership team and CEO as well as an environment that welcomes impromptu cameos on Zoom from children, pets, and spouses. We have a #parentlife Slack channel that gives parents an outlet to discuss back-to-school options, day to day challenges, and the inevitable novel and often humorous situations we're finding ourselves in. While we don't know what the finale of this journey looks like, we're committed to iterating and adjusting as much as possible for our team and their families."
Primer is normalizing the challenges of parenthood
"We are supporting parents by giving them explicit permission to manage their time including homeschooling during the traditional workday. At our last all-hands, our whole executive team communicated that as long as people get their work done, they are free to do it however works best for them and to take the time they need to support their kids. Second, we created a 'guide to working with parents' and circulated it around the company. This helps non-parents empathize and understand the experience parents are going through.
The main goal is to normalize what's happening so people can live their lives openly without judgment, and to make sure parents feel they can speak up about their situation."
Learn more about Primer here.
ServiceNow is investing in a culture of belonging for parents
"ServiceNow continues to pay attention to our employees' well-being by helping them avoid burnout and being mindful of external factors. We've added a stipend for employees around the world to set up their home offices, and a Perk Allowance program so employees can purchase products or services, including childcare and homeschool resources (textbooks, education classes & supplies), as well as personal technology equipment and packages to support at-home learning for kids. Even ServiceNow's Workplace Services teams around the world got creative, coming up with ways to keep employees connected with social activities in a virtual environment. From regular fitness classes to family game nights, to virtual happy hours and even cooking classes, the employee activities served as reminders of our culture of belonging, even when people couldn't be physically together."
Learn more about ServiceNow here.
Kensho is getting creative (hello, Uber Eats family dinners and No Meeting Thursdays)
"Kensho has always fully supported working parents and this unprecedented time is no exception. It's not enough to say we have a 'flex schedule'; you have to walk the talk, and our leadership team does just that. Our CEO, Adam Broun, recently mentioned in a company-wide meeting that schools will be back in session, which may impact parents' schedules, and we will work with them to meet their needs. In addition to flexible schedules, we offer a monthly stipend for Uber Eats for families to enjoy a meal together, as well as 'No Meeting Thursdays,' which helps parents plan their schedules. We also have the Kensho Parents Slack channel where parents support each other by sharing current news articles, words of encouragement, ideas and of course bragging about and sharing pictures of our beautiful children. And on the days when flexible schedules and friendly advice isn't enough, we have our unlimited vacation policy to use to recharge. The Kensho Family extends far beyond the walls of our offices and we truly care about each individual Kenshin."
New Relic is expanding access to childcare
"To better support Relics as we continue during shelter-in-place, we have added a few more items to our support options for caregivers. New Relic is committed to supporting our employees during this challenging time and helping to bring some relief to our employees and their families. Expanded options include:
- Access to Care.com memberships to help employees find trusted caregivers
- Subsidized backup care services for emergency backup needs
- Access to Virtual Babysitter Club, a network of professional performers who immerse children in remote social entertainment for an hour at a time that allows parents to catch a break or get some focus time and can be booked with <24 hours' notice. Activities include adventure games, dance parties, trivia, interactive magic, and puppet shows
- Options to go part-time or take leaves of absence"
Learn more about New Relic here.
Quip is celebrating employees' children
"Parents have a lot on their plates, from juggling work, caring for their families, and balancing busy schedules. Here are some resources available to support parents as children resume schooling:
- "Kiddos" Chat Room: Parents can share their experiences, ask questions, and support each other as we navigate what the new school year looks like.
- B-Well Together Pandemic Parenting series: B-Well Together is a daily 30-minute webinar series, and Friday mornings are dedicated to the topic of parenting during this pandemic
- Employee Assistance Program (EAP) resources include free and confidential assessments, short-term counseling, referrals, and work-life services.
- COVID-19 Global Back-up Child Care: Services include reimbursement for child care and educational support, such as tutoring and learning pods.
- And because we can always use a little more cheer, we recently hosted a Kiddos Live Show where our kiddos showcased their many talents."
Autodesk is piloting a new child care leave program
"Many Autodeskers around the world continue to work from home to stay safe with their loved ones. While working from home has its perks, it also comes with challenges for parents who are balancing both work and parenting. To support our working parents, Autodesk launched the Remote Learning Child Care Leave program in anticipation of the new school year. The program is designed to give parents the flexibility and support to spend time during the work week to focus on their child's needs. Check out @AutodeskLife to see the #AutodeskParents campaign and hear from our Autodeskers on #parentWFHtips."
Learn more about Autodesk here.
Netskope is letting parents choose what's right for them
"Here at Netskope, we understand the challenges that come with managing a workload and children's educational needs. To support health, safety, and our working parents, our offices will remain closed throughout 2020 to provide our employees with the flexibility to be home with their children. We trust that employees will manage their schedules as needed, and invite them to be creative. Some start their day later so they can use the morning to focus on school. Others are working four 10-hour days per week so they can spend a weekday focusing on the educational needs of their children. We encourage our employees to find out what works best for each of them and continue the open dialogue with their management teams. Our employees are the key to the success of our business, and with support and togetherness, we will get through this difficult time."
Learn more about Netskope here.
uShip is leaning into flexible work
"We're supporting our parents by allowing as much flexibility as possible. uShip is not requiring anyone return full time back to the office. We've actually thrived as a remote workforce, and it's really made us challenge the way we view effectiveness of in person collaboration. We're being supportive and flexible with schedules as well, asking parents to block off time when they know they'll be away for an extended period to help with personal matters and schoolwork. We've also found a way to continue providing home-cooked family meals every Friday from our chefs for touchless pick up at our office. There's also a uShip Slack channel dedicated to parents where we can share tips and provide encouragement to each other."
Raytheon Intelligence & Space is helping parents work around school schedules
"Raytheon Intelligence & Space's ultimate success as a company is dependent upon our most important asset — our people. Over the past six months our leaders have been working with their teams to create a culture that allows our workforce to thrive as we continue to adjust to our new work environment. We have listened to employee feedback around childcare challenges and particularly school schedules. Many of our employees are parents now juggling hybrid and remote schooling while simultaneously working to meet our customer commitments. While there is no simple solution, we are thinking creatively to identify solutions that meet the needs of both the business and of our employees. For example, we have made several tools available including flexible work arrangements, Bright Horizons Back-Up Care and Family Support, and our Employee Assistance Program. We are focused on helping our employees navigate these unique and uncertain times."
Learn more about Raytheon Intelligence & Space here.
10 Full-Time Roles You Can Do Remotely! [Updated Sept 2021]
[This article was updated September 20, 2021]
Work-from-home jobs sometimes get a bad reputation: low pay, repetitive work, micromanagement... the list goes on. But if one good thing has come out of 2020, it's that it's redefined working from home. Remote work has come a long way, and the opportunities to work from home in 2021 are more promising than ever before.
If you're like me, and freelance, task-oriented remote jobs like article writing, data entry, transcription, or professional survey taking (yep, that exists), aren't your thing - don't worry. There are more full-time remote opportunities than ever before that offer you the freedom to manage your own time, the security of consistent monthly income, the support of a team, and the promise of growth. In fact, we've got close to 5,000 on PowerToFly.
So, if you're looking for a remote opportunity in 2021 that will push you to develop professionally, look no further than our list of the 10 best work-from-home jobs. And by best, we mean fun, challenging roles that will help you grow, while making a respectable income.
All the jobs listed have average salaries between 45 and 119k, and have average or higher-than-average growth potential (based off of the U.S. Bureau of Labor Statistics' predictions for growth from 2018 to 2028 and/or LinkedIn's 2020 Emerging Jobs Report).
10 Best Work-From-Home (Remote) Jobs for 2021
Jobs sorted from highest to lowest average salary. (Salary data taken from ZipRecruiter, Glassdoor, LinkedIn, and/or the U.S. BLS depending on availability and specificity to remote roles.)
Who It's Good For: Detail-oriented stats masters skilled at identifying and understanding trends.
Why You Can Do It Remotely: With more data than ever before at our fingertips, companies know the value of hiring folks who know "big data" as more than just a buzzword. True stats buffs are hard to come by, so expertise often outweighs location.
Growth 2018-2028: 30.7%
Average Annual Salary: $119,000
Who It's Good For: Self-directed (and disciplined) coding enthusiasts who love problem solving and having the freedom to work whenever they feel most focused.
Sound Like You? Check Out: 4,000+ Software Developer/Engineer jobs on PowerToFly and be sure to check out this Q&A with software engineer, Kasey Champion to learn about her experience working at a fully remote company and get her tips for acing technical interviews!)
Why It Can Be Done Remotely: Arguably, not only can programming be done remotely - it should be! Why? Writing code requires undisturbed blocks of time rarely found in traditional workplaces.
As computer scientist and entrepreneur Paul Graham observed in his essay on makers' vs. managers' schedules:
" Most powerful people are on the manager's schedule...But there's another way of using time that's common among people who make things, like programmers and writers. They generally prefer to use time in units of half a day at least. You can't write or program well in units of an hour. That's barely enough time to get started."
Office culture was designed with managers' schedules in mind, and thus makes adhering to a maker's schedule extremely difficult. Remote work, alternatively, is much more conducive to this. After all, it's a lot easier to snooze your Slack notifications than it is to ignore your boss literally hovering over your shoulder.
Growth for 2018-2028: 21%
Average Annual Salary: $111,781
3.Designer (Web, Graphic, Product, or UI/UX)
Who It's Good For: Designers who do their best work independently or from the comfort of their own home.
Sound Like You? Check Out: Remote Design Roles
Why You Can Do It Remotely: No doubt there's value in brainstorming with your team, but once you know the needs of a project, most design work can be done independently and then shared. With tools like Zoom, Jira, and Slack, it's easier than ever before to share your work, get feedback, and hit deadlines. (And, like programmers/developers, designers are also more likely to benefit from a maker's schedule!)
Average Annual Salary (for UX Design): $98,816 according to data from ZipRecruiters
Average Median Salary (for Graphic Design): $50,370 in 2018, according to the U.S. BLS (not specific to remote roles)
Who It's Good For: Anyone who loves big-picture strategy and building products that users will love.
(If you enjoy more nitty-gritty task oversight, consider project management instead — both roles can be done remotely! You can learn more about the differences between the two PM roles here.)
Why You Can Do It Remotely: As more and more software engineers and other tech professionals work remotely, it only makes sense that the PMs coordinating with them work remotely. If you're a virtual communication wiz comfortable communicating online and using tools like Zoom, GitHub, Jyra, Slack, and Asana (the list goes on...), then you're all set!
Annual Growth: 24%*
*Based on expected growth for Product Owner from LinkedIn's emerging jobs report. The BLS doesn't currently track growth specifically for Product Manager positions.
Average Annual Salary: $81,149
5.P.A., Nurse, or Nurse Practitioner
Who It's Good For: An experienced medical practitioner ready to swap 12 hour shifts for a more flexible schedule.
Why You Can Do It Remotely: New technology is changing the way healthcare is delivered. You can provide wellness and medical education, patient-centered care, and treatment virtually, all while collaborating with a multi-disciplinary team of engineers, physicians, and medical assistants.
Growth for 2018-2028 (Nurse Practitioner): 26%
Average Annual Salary (Remote Nurse): $73,374
Who It's Good For: Top-notch communicators (writers) who can explain complex topics succinctly and clearly. (It's helpful if you have expertise in at least one technical subject.)
Sound Like You? Check Out: Remote Technical Writer Jobs
Why It Can Be Done Remotely: Like programmers, technical writers are makers - they need large, undisturbed blocks of time to create content. Technology and the nature of remote work can help ensure writers are able to communicate efficiently with their teams and organize meetings when they'll be constructive, not distracting.
Growth for 2018-2028: 8%
Average Annual Salary: $68,,454
7.Customer Success Manager
Who It's Good For: Good communicators who love helping others and problem-solving.
Sound Like You? Check Out: Remote Customer Success Roles
Why It Can Be Done Remotely: Most customer service needs can be met over the phone and online. With a computer and good internet connection (and enough patience), you can handle all your customers' needs from wherever you are.
Growth for 2020: 34% annual growth rate (The BLS doesn't share data specific to customer success, but thanks to the growth of SaaS, Customer Success Specialist made LinkedIn's 2020 list of the top 15 emerging jobs)
Average Annual Salary: $67,371
Who It's Good For: Folks who are equal parts creative and analytical.
Sound Like You? Check Out: Remote Marketing Manager Jobs on PowerToFly
Why You Can Do It Remotely: Analyzing industry trends and crafting strategy can be done from anywhere. And with teams becoming more and more spread out, you can coordinate cross-functionally with sales people, engineers, and more using Zoom, Slack, and other online tools.
Growth for 2018-2028: 8%
Average Annual Salary: $62,788 (according to data for remote professionals from ZipRecruiters)
Average Median Salary: $134,290 in 2018, according to the U.S. BLS (not specific to remote roles)
Who It's Good For: A people-person skilled in market research, project/time management, and negotiation.
Sound Like You? Check Out: Remote Recruiting Roles
Why You Can Do It Remotely: As remote work takes off and fully remote teams become more common, it only makes sense that recruiters at these companies would be remote as well. Although recruiting saw a dip at the start of the pandemic, the number of remote recruiting roles is steadily increasing as companies ramp back up their hiring goals—we have hundreds of open remote recruiter roles on PowerToFly!
Growth for 2018-2028: 5%
Average Annual Salary: $59,474
10.Sales Development Representative
Who It's Good For: A self-starter with previous experience or an interest in Sales, or anyone who's just starting out and eager to prove themselves!
Sound Like You? Check Out: Remote SDR Roles
Why You Can Do It Remotely: You don't need to be in a particular location to make sales calls, deliver pitches, send follow-up emails, or manage your sales team. And if you have to fly from an office to meet a client, you can just as easily fly from your hometown.
Growth for 2018-2028: 5%
Median Annual Salary (not specific to remote) for SDRs: $45,937
Interested in one of the roles above? Check out these resources for landing your dream remote job and get ready to reap the full benefits of remote work in 2021 - doing what you like, where you like. Good luck!
[A version of this article was originally published on Dec. 19, 2018]
No two days look alike for Lockheed Martin's Diversity and Inclusion Analyst, Ashley Lovett. "I like variety," she says. " If I have the same routine every day, I can easily get bored."
Whether it be restructuring her work day or switching up her workout routine, Ashley always looks for a way to spice things up. "Maybe I'll go running with my dog or go to the gym and do yoga or spin classes," Ashley explains. "It just depends on the day."
Her desire for variety is also what made her want to participate in Lockheed Martin's HR Leadership Development Program, a three year rotational program for early career professionals that provides a well-rounded introduction to different human resources functions.
We sat down with Ashley to learn how her drive to step out of her comfort zone helped her land her dream role and to hear her advice for recent college grads ready to step into the professional world.
From Undergrad to Lockheed Martin
In college, Ashley joined a co-ed professional business fraternity called Delta Sigma Pi. Unlike your average sorority or fraternity, Delta Sigma Pi was focused on business development for students. "A lot of the pledging process had to do with networking, meeting executives, and doing company tours," Ashley explains. "Funny enough, the very first company tour that I did was actually at Lockheed." Little did she know she would eventually start her professional journey there.
Throughout her four years of college, Ashley participated in courses, events, and initiatives put on by the fraternity and even went on to bring in new members as Senior Vice President. "That was by far my favorite role that I held within my fraternity because it had to do with our recruitment strategy," explains Ashley reminiscently. "I absolutely loved recruiting. I'm really thankful for that opportunity because it ultimately led me into HR."
Ashley's newfound love for recruiting led her to pursue an internship at Lockheed Martin. "Through that internship, I got to learn more about talent acquisition, and I was able to start making a network within the company, meeting mentors and other interns that I still connect with today." She continued with the internship her last two years of college and transitioned directly into a full-time role at Lockheed Martin upon graduation. "The transition from college to professional life wasn't as challenging as I thought it might be because I knew who to go to and I had already learned key things about being a recruiter," says Ashley. "I didn't skip a beat."
The three-year HR Leadership Development Program Ashley is doing is designed to meet the current and future expectations of the Lockheed Martin human resources team through rotational job assignments. "Going into this program has been such an amazing opportunity," elaborates Ashley. "We get to touch a lot of different things within our different HR functions and centers of expertise , so I'm constantly learning something and getting pulled into a new project. "
Ashley has quickly learned to embrace the learning curves that define the experience. "We rotate roles once a year, so as soon as you get your bearings and hit your stride, it's already time to move out of that role," she says. "Starting something new is a little bit nerve wracking, but having great leadership helps me navigate areas that are outside of my comfort zone."
Ashley is currently completing her first rotation as a Global Diversity and Inclusion Analyst. Her days are a mixture of team meetings and strategic work, such as completing key deliverable tasks for her director, delivering on our key diversity strategies and initiatives, and putting together executive level presentations. "None of my days look exactly the same," says Ashley, which is just the way she likes it.
In January, Ashley will transition to a new role as an HR Business Partner and serve as a liaison between the business client group and human resources. "I'm excited to learn about a whole new business area and step out of my comfort zone again!" she says.
Advice for Overcoming Challenges as a New Grad
Ashley's transition from college to the corporate world has been relatively smooth, but each learning curve has come with lessons that she'd like to share with other recent grads:
Actively combat imposter syndrome. Walking straight off campus into a corporate office can be intimidating and imposter syndrome can creep in. "Sometimes you get in these nice big roles and you're the most junior employee in the room and you think, 'oh my gosh, what am I doing? Why did they choose me? Why would they do this?' And you forget about everything that you've ever done," explains Ashley. "You have to catch yourself and remind yourself of the reasons why you're here. You are awesome and you are capable."
Sometimes, of course, that's easier said than done, so Ashley has a hack she likes to use when she needs a reminder of what she's accomplished: she reviews her self-curated "success file." "If anyone ever emails me with positive feedback, I go ahead and pull that into my success file," she explains. "If I have a bad day, I'll go in and remind myself of those wins."
Use your voice. When you're the most junior employee in a meeting, your instinct might be to stay quiet. "Something that I definitely had to work on this year is making sure that I speak up and use my voice in any meeting that I'm in." Instead of staying quiet, Ashley recommends challenging yourself to make a contribution to the conversation. "Make sure when you're going into meetings, you have an objective. And even if it's just one small thing, try to bring something to the table," she advises.
Keep your priorities straight. "When you come into a new role, you want to fix everything, you want to take on everything, and you want to say yes to everything," explains Ashley. "And sometimes you can get overwhelmed, you can spread yourself too thin." Coming fresh from school, it's easy to become overly ambitious and bite off more than you can chew. "I've definitely had to learn to try not to boil the ocean and get myself too worked up on too many different deliverables at once."
Navigating priorities can be difficult early on, so Ashley leans on her mentors for clarity. "Mentorship has completely changed my career and I am so thankful for all the mentors that I have within Lockheed," says Ashley. "Find someone that wants to take you under their wing. Someone you can learn a lot from," advises Ashley. "They really can help guide you through your career and after some time, if appropriate, they can become your sponsor and advocate on your behalf."
Want to join a company where you can try new things? Check out Lockheed Martin's open roles here.
Moving Up (And Around) the Career Ladder: Three Tips for Professional Growth from American Express’ Karina Alvarez Silverstein
Any seasoned professional can tell you that advancing in your career isn't only about moving up the ladder, it's also about moving around it. Karina Alvarez Silverstein, Engineering Vice President at American Express has done just that during her 12-year tenure with the payments company. "I love finding new challenges when I have an itch for something new," says Karina. Her career growth at American Express has allowed her to increase professional impact without having to switch companies.
We sat down with Karina to learn more about her career journey and glean some key lessons for steady career growth.
Moving Around the Career Ladder at Amex
Karina's experience with American Express began after an interaction with a recruiter at her university's career fair in 2008. "I was really intimidated about joining corporate America," reflects Karina, "but the experience during recruitment and interviewing was so positive that I wanted to join the company."
Twelve years later, Karina's journey at Amex continues. She's had the opportunity to grow and reinvent herself during that time. "I've been able to switch domains or positions almost every 18 months." Karina attributes her consistent career growth to her insatiable drive to learn new things. "Being in technology, you always have to be learning to keep up; otherwise it's easy to feel irrelevant," she says. "I truly believe that learning is how someone gets better. I'm always striving to be a better version of myself in all dimensions, day to day."
Through the years, as she's gained experience working across functions and teams, Karina has gotten to learn about different areas that interest her. "Deciding what challenges to pursue next is influenced by what is sparking my curiosity." Amex makes learning and exploring new concepts easier for employees like Karina by offering plentiful career development opportunities.
"We have a program at Amex called 5+ Development Days," shares Karina, "where you get to invest in your professional development and personal growth over five uninterrupted days, so you don't have to take time off to learn something new." Through this program Karina has obtained certifications, completed courses, and taken advantage of job shadowing, all of which helped her tremendously as she took on new roles.
Karina's most recent transition from Engineering Director to Vice President of Engineering was particularly challenging as she dealt with changes in her personal life. "It was definitely overwhelming at first, as it was the same time I found out I was going to be a mother." She leaned on her leaders and mentors to help her navigate those challenges after she accepted the role. "I learned that work-life balance is in my control and I really appreciated the value they brought me during this change."
3 Key Lessons (and a Mantra) for Constant Career Growth
Whether you're just starting your career journey or are eager to try something new, here are Karina's top three lessons, and a reassuring mantra, to help you advance your career:
Build meaningful relationships. Building true connections with your colleagues facilitates collaboration. "In most instances, bringing a win to the enterprise means working with others," Karina explains. Go beyond superficial gestures and reach out to people in your circle to get to know them better. You never know, they might teach you something new or help you get your next promotion!
Don't be afraid to fail. "Failure is not a bad thing. It's how we learn," says Karina. "What is important is how you recover from a failure." Being afraid to mess up can cause you to be hesitant to take that next step in your career or even prevent you from doing it all together. Take on new challenges as learning opportunities. That way if you fail, you learn something new along the way.
Keep learning and challenging yourself. "Don't become complacent in your current situation," advises Karina. "We live in a rapidly changing world. If you want to change your situation, constantly remind yourself the status quo is there to be challenged." Find ways to upskill and reskill so you don't fall flat when a new career opportunity presents itself.
Don't give in to imposter syndrome. One thing Karina wishes she knew earlier in her career is avoiding imposter syndrome through positive self-reinforcement. She uses this mantra to combat self-doubt: "Don't get in your own way. You were offered a role for a reason, you were invited to a meeting for a reason, you were sent an email for a reason. Your opinion and direction are valued, so do not doubt yourself."
What does climate change have to do with investments? A lot, if you're Lisa Stanton.
As the Head of Global Sales and Client Service for Moody's ESG Solutions, Lisa spends much of her time working through her inbound inquiry list, talking to companies of all sizes and industries about the shift towards more responsible capitalism and how to understand the climate risks they face.
ESG investing looks at the environmental, social, and governance aspects of a given opportunity. Per Lisa, it's gone from being the feel-good little sibling of bottom-line-focused investment decisions to being the future of investing.
"It's now a way to outperform the markets because firms that are not responsible in these areas—in their stewardship of the environment, their board diversity, their labor practices—they often do not perform as well as companies that are," she explains.
We sat down with Lisa to learn more about the evolution she's seen over the last few decades, as well as the career choices she made that led her to where she is today and what advice she has for other people interested in driving asset management towards a more ethical future.
When Lisa started college, she was committed to a journalism major.
As it turned out, she didn't enjoy interviewing strangers.
"It was not for me," she says, smiling. She still liked the investigative, storytelling, and empowerment aspects of journalism, though, so when she started taking more economics classes, she was especially drawn to the parts of them that connected markets to the rest of the world. "Finance may seem like a narrow field, but you actually have to know a lot about a lot of different disciplines—politics, economics, markets, societal trends. It's really broad, at least in the institutional asset management space, and is a great career choice for the variety you encounter every day."
Lisa followed her interest in learning more about the world to London, where she moved after finishing her degree and found an early role in the back office of an asset manager.
"It's the grunt work that you do that lays that all-important foundation of how your career progresses," says Lisa, who was eventually offered a promotion to being a portfolio manager. One of those early roles was in the company's RFP team. "It exposes you to a ton of different disciplines and you can really start to think of where your strengths are, why you enjoy doing what you're doing, and where you want to focus longer-term."
Lisa moved back to the States and ended up working at Barra, a FinTech company, for 12 years. She started out as an individual salesperson and worked her way up to running the firm's global client service team. Not only was that where she experienced her "greatest growth," it was also where she met Frank Freitas, the Chief Development Officer at physical climate risk data and analytics firm 427 (recently acquired by Moody's).
After her time at Barra, Lisa worked in asset management at a few different firms before Frank reached out to her about an opportunity to join 427 as their first salesperson.
"I agonized over it. Do I leave my safe, nice role in asset management to go to this essential startup?" remembers Lisa. "And it was the best decision I ever made. So even though it was one of the hardest, it's turned out to be brilliant."
She was attracted to 427 for one main reason: it was in line with her values.
Not only would she get to work for a woman founder, an experience she'd never previously had in finance, she'd also get to build something from scratch. And the thing she built, if it was successful, would actually have a chance to make a positive impact on the world.
"I'd be able to look my daughter in the face and say I tried to do something on climate change," says Lisa.
When 427 was acquired by Moody's, she stayed on in her new role for similar reasons.
Finding Meaningful Work
Working on ESG solutions for a risk modeling institution like Moody's broadens the impact that Lisa can make in her work. Lisa says she's seen an incredible shift in the acknowledgement of, acceptance of, and interest in ESG.
"First, it was people who wanted to do good, but didn't necessarily see it as something that could also enhance investment returns," explains Lisa, citing early divestiture efforts in South African investments during apartheid or from tobacco or weapons manufacturers.
"One of the most staggering changes that we've seen in the last several years is that it's not just asset owners driving the change, it's investment managers understanding that it's critical to how they manage money," she says.
That shift represents a broader movement to a more responsible form of capitalism, and Lisa describes it as a multi-faceted evolution. "It's holders of capital taking a stance, saying they're not going to have their money invested in climate-destroying fossil fuel companies. It's students that are pressuring their endowments to divest," she says. "It's the realization that shareholder maximization is an inferior way of running the economy."
Now, with prospects and clients, Lisa talks through hypothetical scenarios such as:
- How exposed a company is to hurricanes, floods, wildfires, or other climate-change-related events, and what the financial impact of that is
- What risks and opportunities exist as consumers and investors' preferences shift from fossil fuels to alternative energy sources
- How companies' peers are doing on social labor practices, governance, board diversity, and other metrics, and what that means for their performance
"Say, for example, a firm has a warehouse in a coastal region. If they are not prepared for the increased frequency and severity of hurricanes, their operations are going to be disrupted, and that climate risk exposure is going to have a financial impact to their credit worthiness," she says.
Empowering the Future
Shaping the way that investors and companies consider risk and return hasn't been easy.
"I have never worked so long and so hard in my life," says Lisa.
But she wouldn't change it. "I always try to connect what I'm doing on a micro, day-to-day level to the big picture," she says.
"That's not hard with ESG. You know the impact of what you're doing. There is no place I would rather be in terms of a role that is dedicated to something that will hopefully make this global village a better place."
Martha Arellano is A/B testing her succulents.
This isn't terribly out of character for the longtime programmer and technical manager who "grew up loving math and computers."
"It's very geeky, but I'm trying to figure out what are the best places to put them in my house!" explains Martha.
It's not just plants that Martha likes helping to grow. Throughout her career, Martha has been both an individual contributor and a manager. As an Engineering Manager at OfferUp, she's responsible for the career development of a team of backend engineers.
"Management isn't only about assigning tasks. It's about helping people grow," says Martha.
We sat down with her to hear more about her experience emigrating from Puebla, Mexico, to Seattle to work for some of the biggest tech companies, her transition from individual contributor to a people manager, how she developed her approach to management, and what she recommends other managers do to look out for their teams' long-term growth.
Pursuing the Right Balance
Martha found programming because she liked math and didn't want to be a professor. She dreamed about working for Microsoft—and had to pinch herself when they recruited her.
"My internship at Microsoft was when I realized that this is what I want to do," she says. "It was very different to work as a full-time employee, developing software. In Mexico, the opportunities would've been more around consulting."
She stayed there long enough to start managing a small team, first a few contractors and then up to three developers. "I enjoyed helping other people grow, investing in them, and being a leader not only on the technical side," explains Martha.
At that phase of her career, she didn't want to lean away from technical responsibilities completely. She made the tough decision to back away from being a manager to work on a project that she was more passionate about, even when that meant returning to being an individual contributor.
She worked as a senior backend engineer at Microsoft and Google before taking a cloud architect role at a start-up where she had a chance to scale a team again. But that company was focused on live events and didn't fare so well during the pandemic. When someone in her network told her about OfferUp, a Bellevue, WA start-up on a mission to build a mobile marketplace that was simple and trustworthy, Martha jumped at the opportunity to join their team as an engineering manager.
Breaking Management Down
The right job for Martha had to have that mix of technically interesting problem-solving and the challenge of supporting a team. But how did she show OfferUp that she was the right candidate for the job?
She talked about her three-pronged approach to engineering management. Martha's management approach is people, process, and technology.
"The people part is about making sure that we've fostered the right environment for them because that's when they can make their best contributions," explains Martha. "The process part: I like to get teams to take ownership of the process to help make things better for them. It should be around what the people like and what the team finds works best. We are always going to be open to trying something new, and we'll see, after some time, if it works." (Hi, A/B testing!)
The third and final part continues Martha, is technology. "It's important that we have the right technical expertise on the team and that people are getting the right technical feedback—that's the cycle that keeps people improving."
On the job, Martha has found that breaking her role into those three components helps give her team the right mix of support and autonomy that allows them to dig into challenging problems. "You set up the principles, but also the guard rails," explains Martha. "That way engineers can go and build within that—and deliver."
That's a tricky balance to strike in a start-up, where there are always competing goals. What's needed right now, on one side, and what's needed long term, on the other. "We're still producing the best system or service that we can write," she says. "That's always the goal of an engineer at heart."
3 Tips for Engineering Managers
Unfortunately, the way Martha learned how to be a good manager was by having bad ones.
"I, unfortunately, learned how I don't want to be managed," said Martha. Now, she takes a thoughtful approach to create an environment where everyone can succeed—and has advice for other managers who want to do the same:
1. Give ongoing feedback. "If it's just at reviews once a year, that's not helpful," says Martha, adding that giving regular feedback "shows the employee you care about their growth and development and allows them to bridge gaps before their review." She does formal check-ins every few months and gives ongoing feedback and reflections on a project-by-project basis.
2. Think about your own Emotional Intelligence (EQ) and how you're improving it. "That goes beyond taking management classes and means becoming more aware of your blind spots and dedicating yourself to improving them. This is especially important when it comes to understanding your unconscious bias and becoming a better ally," says Martha. She recommends the "5 Ally Actions" newsletter for pointed, practical ways to be more inclusive at work.
An example of what she means? Removing language like "whitelisting" and "blacklisting" from your vocabulary. "We don't have an equivalent term in Spanish. When I learned about that concept and what it meant—an allow list and block list—it was like, 'Hey, we should be conscious about implications this has; it's not okay to keep using those terms.' Everyone should be more aware of the perception and hurtful impact of these terms, and managers should be allyship champions.".
3. Learn how to communicate with different people. The way you forge a relationship with one team member might not work with another. You need to communicate effectively with your direct reports, cross-functional teams, and management peers, says Martha. "You need to understand how to reach people," she explains. "That's been hard during a remote year. Small changes can make an impact. Stand-ups are often the only time each day where a whole team interacts. Incorporating 'parking lot' sections into our team stand-ups has helped the team feel more connected and works as a team-building opportunity."
Applying the three tips is easier to do if you work for a company that has a supportive culture, says Martha. "Some companies are explicit about recognizing the value there, and embedding those values in their interview experience, their website, and through the onboarding process," she says. "And there are companies that don't care about that at all. [OfferUp] isn't a culture that focuses on having brilliant jerks. We want people who embody our DNA and Operating Principles and have the skills to perform their role successfully. That means people who are driven, neighborly and adaptable. Good people who genuinely care about the people they work with, our customers, clients, and the product we're building."