It just gets a bad rap. Here's how to set junior employees up for success in remote.
Recently, we casually polled the internet on this question:
Now, say what you will about the nature of the question, the implicit bias contained within, and the fact there should be an "option 3" as a couple commenters pointed out. But as far as a quick gut-check goes, these results validate a hunch I had, one I've discussed with colleagues at Slite and other remote companies.
Remote companies generally don't set up junior employees for success.
It's really expensive to hire a junior employee just to set them up to fail. We have to assume it's not intentional.
First off, certain personalities thrive in remote. We've discussed this in a previous blog:
If a new hire has these qualities naturally, or arrives on Day One having already adopted good remote habits, they will be in a better position than someone who is still learning how to work in a team, via screens and at a distance.
Training and upskilling junior employees in remote is not impossible, but it is more challenging than IRL.
Here's a quick rundown of why:
As you can see, junior remote employees are doing almost 2x the upskilling they're doing in the office. It's not their fault they are struggling to get up to speed as quickly.
But managers, who are under pressure to meet their own goals as well as their new hire's, are impatient about wanting to see impact, immediately. They also have worked remotely for a while and are used to doing, driving, and promoting their own work. There's little empathy for someone who needs to be shown the ropes, and frustration with someone constantly pinging them with questions.
But there are incremental and easy ways to build good remote habits from scratch.
Micromanagement gets a bad rap. But maybe we're just thinking about it in the wrong way. Breaking down tasks into tiny chunks is actually a really helpful way for newer employees to get reassurance, build confidence, and learn accountability. For managers, this incremental approach creates guardrails for the project itself, and eventually creates a path for off-ramping the new team member.
One of the developers at Slite has been working with an intern. Here's his quite simple recipe for building up to bigger tasks:
This last part boils down to a roadmap made of "manageable, but valuable" delivery steps.
Eventually, junior employees will start to operate more independently, and also learn how to carry their weight as a contributor to a team.
Of course, we recommend using Slite docs and Discussions for planning your roadmap and communicating along the way (Sorry, had to).
This generation is facing unprecedented socio-historical challenges.
Job insecurity has been on the rise since the 2001 recession, and increased during the COVID-19 pandemic. Some Gen-Z workers were born into a recession and are now graduating into one. There's increased competition for jobs and less margin for error. Remote work candidates are competing in a global pool as opposed to a local market. Junior hires can't afford to be young and foolish and inexperienced.
It's a common, and frustrating conundrum:
Adjustment from school or home to the working world is not a natural process, especially after a 3-year pandemic. Senior employees can't relate.
But the hesitation makes sense: junior employees need more oversight, more human interaction, more guidance, more socialization and more confidence-building than senior operators. Of course it's really hard to manage these interpersonal subtleties from afar.
But a lot of so-called "work experience" is just getting used to a professional environment, and that really doesn't take too long. If you care about employee retention and securing the future of your company, it's worth it.
Junior hires are the future of your company, plain and simple. They bring skills and knowledge that you aren't even aware you need yet. Investing in them is a long play.
But unless you've built mentorship into your business model, they will fail. With the right management model in place, you'll build a structured process for junior hires to flourish on their own and a pipeline of talent for your company's future.
Melanie Broder is on the Marketing team at Slite, where she works on all things content. She helps Slite users gain new skills through guides, templates, and videos. She lives in New York City, where she likes to read novels and run loops around Central Park.
Clara Rua is on the Design team at Slite. She juggles with all the Slite's brand codes to make our values and beliefs come to life in illustrations, projects, and visuals, amonst other things. You can find her cycling, surfing, pottery making, jump-roping, yoga-ing from the south of France to the Moroccan west coast.