No, we started with an office in downtown Santa Cruz. We decided to go remote because there was a decision to move the office, and because we saw that our industry was heading in this direction and we wanted to be more than ready for it.

It’s critical because there is such a fluctuating demand for HIM professionals, especially coders, that having people who can sign on from anywhere makes the burden of completing assignments much lighter. We run into difficulties with onsite jobs where there just aren’t enough candidates in the area, or those who are available can’t make the commute. Having remote capabilities allows people the freedom to develop their own schedule as long as it meets the goals of the work, and in many cases people work a full-time job during the day and a part-time remote job during the evenings and/or weekends.

Having people who can work at a moment’s notice, and on weekends. When you develop a large network of remote people who work different hours, it almost guarantees that you will ALWAYS have someone available to get last minute work requests done. And in this industry, last minute is a frequent thing.

The data systems our jobs use are all technological and internet-based, so it behooved us to get a leg up on developing efficient and strategic remote work policies at the first sign of remote jobs coming through. Our industry is constantly developing new ways to make more work do-able from home.

People who have worked independently before is a positive. Confidence in their skills is a big positive as well. Shyness and lack of confidence are negative traits as remote work requires more consistent results.

We interview over the phone and in person, whenever possible. If not in person, then via Google Chat which allows video sharing. The approach is largely the same.

We work best as a team! We want to cultivate a fun, interactive work environment that still allows people the space they desire. We encourage constant communication, and want everyone to feel like they’re part of a family, not just an agency.

Yes, whenever we can. Typically 3-5 times a year.

For external staff, we conduct weekly and quarterly audits of their work. We have a 3-strike system for any instances where it is clear that productivity and/or quality is suffering. Consultations are also provided via virtual office spaces or by phone/webinar.

It started very organically; we tried lots of different things and would discuss what we liked and disliked the most. From there, we were able to develop basic outlines which we used on new employees. With their feedback, we were able to develop an easy-to-understand and efficient way of communicating with each other and others. At that point, we implemented a much more formal exercise for getting new hires acquainted with remote work best practices.

Make sure you evaluate anyone you hire to be proven self-starters. The trick with remote work is it requires individuals with a solid concept for self-discipline and who have proven trustworthiness. Otherwise, you have to spend extra time overseeing your employees and the work they’re doing, which can be time consuming and very negatively reinforcing.

Not being able to fully rely on people holding themselves responsible for their work goals and deadlines. Micro-management is always a pending threat with new hires.

We are more organized now. You have to be extremely organized if you want to go remote because it’s easy to get lost in emails, apps, websites, etc. If you have file-heavy processes, the best thing you can do is come up with a virtual filing system with consistent naming protocols and easy search algorithms.

I have a home routine with plants and animals, so I schedule in such a way that I can accommodate my need to stretch and get my head out of the computer space for a bit. Working from home can be difficult for those who are prone to being more active, so the best thing you can do is make a schedule, map out activities, and stick with it.