2021

The Remote
Playbook
from one of the world's
largest all-remote companies

• Tips for making remote work

• Tactics for remote transition and fluency
• The most comprehensive remote work guide
 2

Table of contents
03 INTRODUCTION 14 REMOTE COMMUNICATION STRATEGIES
» Asynchronous work and documentation
04 STAGES OF REMOTE » Meetings (or lack thereof)
» 10 stages of remote work » Informal communication
» Additional considerations for hybrid remote » Get creative to foster relationships
» Collaboration
06 MAKING THE TRANSITION TO REMOTE
» Hire a Head of Remote 18 BUILDING CULTURE
» What not to do » The importance of living your values
» Workspace » Gathering in person
» Mental health and time away from work
10 MANAGING A DISTRIBUTED TEAM
» How do you manage a team when everyone is remote? 21 REMOTE AT SCALE
» Traits of a great remote manager
» Growing your remote team 22 BECOME A REMOTE WORK EXPERT
» Remote onboarding » GitLab's Guide to Remote
» Get certified
» Become a Head of Remote

23 THE FUTURE OF LIVING

24 ABOUT GITLAB

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Introduction
The Remote Playbook aims to answer one simple question: “How do we transition to remote work?”
Whether it’s unwinding from offices completely and going all-remote, or attempting to level the playing
field for in-office and remote workers in a hybrid setting, the question of “How do we do this?” is a massive
one. GitLab has been working on the answer since 2014, and we now have more than 50 guides in our
public handbook to document and share our learnings.

As tens of millions of people realized they could accomplish their work from anywhere
with an internet connection, a sea change was triggered. In GitLab’s 2021 Remote Work
Report, 82% of respondents agreed that remote work is the future of work, and nearly as
many (80%) would recommend working remotely to a friend. Companies that recognize
this demand for flexibility and put intentional effort into infusing their organization with
remote-first practices will thrive.

As a complete DevOps platform, GitLab fundamentally changes how teams work by

bringing cross-team collaboration and communication into a single platform. Today,
we stand as one of the world’s largest all-remote companies with 1,300+ employees
across 65+ countries. This comprehensive guide contains our lessons learned and
proven methods on how to stabilize a remote workforce, diving into topics including
asynchronous workflows, meetings, communication, culture, and management.

As the world emerges from the Covid-19 pandemic, now is the moment to fortify your
remote infrastructure and build a more inclusive, dynamic workplace. This playbook is
a comprehensive blueprint to help your organization and your people embrace remote
work and the future of living.

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Stages of remote
No remote Remote-allowed Hybrid-remote
10 stages of remote work
We’ve defined these 10 stages of remote work to help organizations
visualize where they stand in their remote transformation.

Think of these stages as a sliding scale:

All-remote Remote biased

01 No remote: Remote work is not allowed, often due to 06 Remote days: The entire company (executives included) works
a leadership mandate or the nature of the business. remotely at the same time.

02 Remote time: Also known as “remote tolerated”, this stage 07 Remote-first: The company is optimized for remote with
allows employees to work some days from outside the office. documentation, policies, and workflows that assume 100% of
This is commonly seen in organizations where "remote days'' the organization is distributed, even if some occasionally visit
are offered as a hiring perk. the office.

03 Remote exceptions: Some employees can work remotely 08 Remote only: There is no co-located work in a common office.
indefinitely, while most are required to work from a However, the work is still biased towards one time zone. Some
company office. companies maintain "core team hours."

04 Remote allowed: Anyone at the company can work remotely 09 All-remote: In an all-remote company like GitLab, there is no
some of the time, with very few exceptions for roles that are office, and no preferred time zone. A bias towards asynchronous
location-dependent. communication encourages documentation, discourages
synchronous meetings, and provides greater flexibility.
05 Hybrid-remote: Some employees — but not all — are allowed to
work remotely 100% of the time. The rest work onsite in at least 10 Strictly remote: A strictly remote company would never meet
one physical office. This can be a tempting compromise, but has in person and never permit synchronous meetings.
many downsides, which we’ll talk more about in the next section.

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Additional considerations for hybrid-remote REDESIGN MEETING SPACES

Let’s talk more about hybrid-remote, which is a popular option among many Hybrid calls are suboptimal for remote attendees. Leaders transitioning
to hybrid-remote should consider redesigning existing office space to
leaders as the world emerges from a year of forced work-from-home. In fact,
optimize for individual meeting rooms and workspaces. Eliminating
our latest Remote Work Report shows that 42% of companies that allow
conference rooms will ensure collaboration is accessible to all and that
remote work plan to take a hybrid approach. While it may seem like a simple
the office is simply another remote work venue.
solution, hybrid-remote generally requires more effort and intentionality to
execute well, given the inequality and two-tier work environment it creates.
SHARE AGENDAS UP FRONT
For those not in the office regularly, hybrid-remote often means less access A key part of reinforcing a remote-first mindset is a mandate that all work
meetings have an upfront agenda. This ensures that business continues
to information, fewer career and development opportunities, demands for
even if 100% of the workforce opts to work remotely, outside of the office,
overperformance, and the feeling of being excluded from what is likely a
on any given day.
primarily in-office, synchronous culture. On the other hand, those working
in the office each day may have resentment for their remote coworkers who
LEADERSHIP'S PLACE (IS NOT) IN THE OFFICE
don’t have a regular commute and are able to have more flexibility in their
lives. For leaders, hybrid creates two fundamentally different employee In a hybrid-remote environment, the best place for leaders and executives
to be is outside of the office. This prevents remote team members from a
experiences to manage.
perceived lack of "face time" with executives, forces senior leadership to
lean on remote-first practices and tools, and reinforces that the office is
These disadvantages can be overcome with an intentional approach. no longer the epicenter of power or decision making.
If hybrid-remote is the most plausible option for your team, here are
a few specific ways to ensure things go smoothly: RECONSIDER REQUIRED DAYS IN THE OFFICE
RECORD IMPORTANT CONVERSATIONS Companies that mandate or encourage one or more days per week in-
office should be mindful of how this impacts the team. It inhibits team
Hallway, watercooler, and ad-hoc conversations can seem harmless in
members from relocating for better quality of life, prevents a company's
an office, but leaders in hybrid-remote settings should reinforce the
talent acquisition team from reaching a broader talent pool, and makes
importance of recording or documenting work-related conversations the process of shifting to remote-first workflows more difficult, as the
to increase transparency and minimize misinterpretations. office will serve as a crutch to collaboration.

COFFEE CHATS INDISCRIMINATE OF LOCATION EQUITABLE BENEFITS AND PERKS

Hybrid organizations should take care to not enable exclusive coffee chat Leaders should carefully evaluate spoken and unspoken perks of the
pairing based on who is onsite and who is remote, as it signals a two-tier office, and seek to extend equal benefits to those outside of the office.
work environment. For example, access to an onsite daycare and fitness center would demand
a childcare and fitness credit for those who are remote by default.

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Making the transition to remote

Whether you’re transitioning to fully remote or reopening your physical office space for some
employees, your team will benefit from adopting remote-first principles. This requires leaving old
habits behind and being intentional about practices like documentation, informal communication,
and working asynchronously.

If your leadership team is not equipped to lead this transformation, consider hiring a Head of Remote with
deep experience working in remote settings and leading globally distributed teams.

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The ideal approach will vary from company to company, but here’s our guidance to make the transition successful:

01 Make the executive team remote. 05 Equip, educate, and empower the team.
Starting at the top of the organizational chart is the quickest way While remote work is liberating and empowering, it can be
to send the clearest signal that remote is the future. It will also jarring and isolating for those who are not equipped to manage
help leadership understand the remote experience, ensuring that the change. Clear and proactive internal communication is
remote-first practices are taken seriously. essential to removing fear and instilling excitement about the
increased autonomy.
02 Establish a remote infrastructure.
Ask yourself if your company could function if every team 06 Embrace iteration and transparency in transition.
member chose to work from their home tomorrow. What gaps Expect bumps along the road. Communicate this proactively to
would you notice? What areas of communication could fail? This team members, customers, and investors, and be completely
will help you identify the tools and practices you’ll need. transparent with your team throughout the transition.
Implement the smallest viable change, solicit feedback, and
03 Document the culture. tweak or revert if needed.
If you do not have a living, evolving company handbook, start
one now. Consider each aspect of your company culture that 07 Hire a Head of Remote.
is unwritten or implied, and document them. In a fully remote Consider hiring a Head of Remote Work. We’ll talk more about
setting, there are no daily in-person interactions where cues are this on the next page.
absorbed. It’s vital to over-communicate in detailing values that
company culture is built upon. 08 Structure the company as if every team member is remote.
If you intend to hire remotely but still maintain any physical
04 Close the office. office space, you must take added care to ensure that the usual
If at all possible, close the office. This is the clearest signal that downsides of hybrid-remote (see page 5) are not tolerated.
you're all-in with remote, and leaders are serious about
ensuring that no one is treated—consciously or otherwise—
as an outsider.

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Hire a Head of Remote What not to do

For any organization undergoing a remote work As you’re making the shift to remote, there are a few common pitfalls
transformation, it’s crucial to have guidance and you’ll want to avoid:
leadership from someone experienced in converting
remote work from a challenge to a strategic advantage. 1. Do not assume that there are no resources available yet
The global pandemic has made clear that the ability
for an organization to thrive remotely is too important
2. Do not replicate the in-office/colocated experience, remotely
to leave to chance. Charting a path forward must be
someone's whole job.
3. Do not transfer all in-person meetings to virtual
Finding a leader with extensive remote experience and a
history of successful business or culture transformations 4. Do not assume that everyone has access to an optimal workspace
will be difficult. Consider hiring a Chief Documentarian
to establish a regimented documentation strategy, and
broaden the role over time. You could also consider 5. Do not assume that remote happens overnight
working with a specialty consulting firm until you’re able
to hire a full-time Head of Remote. 6. Do not assume that remote management is
drastically different
Just as GitLab pioneered the Head of Remote role, we’re
sharing our learnings to inspire a new generation of
remote work leaders to pursue this career path. We’ll talk 7. Do not assume your existing values can remain static
more about this on page 22.

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Workspace
A crucial part of the transition to a remote environment is enabling your team to set up an ergonomic, productive, and
fulfilling home office or remote workplace. In the same way that you would invest in your employees’ workspace in the
office, consider repurposing this budget for them to expense the equipment they need to be successful remotely.

These are some of the elements of an optimal home office:

CHAIR DESK/STANDING DESK MONITOR KEYBOARD

WEBCAM HEADPHONES MICROPHONE LIGHTING

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Managing a distributed team

How do you manage a team when everyone
is remote?
In truth, managing an all-remote company is much like
managing any other company. It comes down to trust,
communication, and company-wide support of shared
goals, all of which help you avoid dysfunction.

Remote forces you to do the things you should be doing way earlier and
better. It forces discipline that sustains culture and efficiency at scale,
particularly in areas that are easily deprioritized in small colocated
companies.

It's important to not assume that your team understands good remote
work practices. At GitLab, managers are expected to coach their teams
to utilize asynchronous communication, work handbook-first, design
an optimal workspace, and understand the importance of self-learning/
self-service.

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EMBRACE TOTAL TRANSPARENCY OPERATE ASYNCHRONOUSLY

Transparency is a term that is often tossed around as a value within most The ability to hand projects off across time zones is a competitive
companies. In all-remote environments, it is vital that transparency be advantage for distributed teams, but minimizing disconnects, frustrations,
more than a buzzword, but something that is embraced and allowed to and awkwardly timed meetings requires an intentional approach. We’ll talk
guide every decision. This will often feel unnatural and uncomfortable — more about asynchronous work on page 14.
a sign that your organization truly is living out the value of transparency.
BREAK DOWN SILOS
CREATE A HANDBOOK, GOALS, AND DOCUMENTATION Look for ways to build connections between the various departments
A handbook-first approach to documentation is sneakily vital to a well- within your organization. One way we do this at GitLab is through our
run business. While it feels skippable — inefficient, even — the outsized recurring Group Conversations. These are 25-minute meetings when each
benefits of intentionally writing down and organizing process, culture, and GitLab team provides updates about their work. They’re open to the whole
solutions are staggering. There’s more on handbook-first documentation company, and operate on a rotating schedule.
on page 14. It’s important that each department’s quarterly goals are also
clearly documented for visibility across the company. At GitLab, we have
monthly check ins on these goals, or "objectives and key results" (OKRs),
so there's as much transparency as possible around what each team is
accomplishing.

SCALE BY DOCUMENTING
To empower your people to make decisions and create a more productive
future for your team, it's vital to prioritize documentation. It can be easy to
procrastinate documenting something when urgent tasks are competing
for your attention, but the more this becomes second nature to your team,
the more productive and efficient you’ll be.

This is something all companies should be doing, though it is even more

crucial in an all-remote organization where there are fewer opportunities
for information to be shared in person.

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Traits of a great Growing your remote team

Remote work is the last great competitive advantage for employers. By opening the talent acquisition
remote manager funnel to as broad a swath of the world as possible, you’re able to create a more inclusive hiring
Many traits found in superb remote environment, lean on tight collaboration to drive progress across time zones, and focus hiring
managers are also found in managers decisions on results rather than location. You can source talent from places that most companies
of colocated teams, though there overlook, and in turn, create a more authentically diverse team.
are nuances to serving, leading, and
guiding when managing teams that you As you’re growing your remote team, consider these tips:
do not see in-person each day.

01 Communicate transparently to candidates.

Self awareness The hiring process shouldn’t be a mystery. Set expectations for both yourself and the
candidate at the beginning of the process to allow them to focus on whether the role and the
company are right for them, while you evaluate that too.
Empathy
02 Hire for “values fit” instead of “culture fit”.
Look for candidates who buy into and align with your company values. This allows people
to truly opt into your culture, and it’s more inclusive than culture fit. You’re evaluating
Servant-leader qualities candidates on the same set of behaviors associated with values, not something arbitrary like
whether they “fit in” with the team.

Bias for documentation 03 Look for qualities that make a strong remote employee.
Those include timeliness, dependability, respect, collaboration, perseverance, empathy,
kindness, and ambition. Look for candidates with excellent communication skills and an
appreciation for self-learning, self-service, and autonomy.
Ability to build trust
04 Use video calls to engage with candidates.
Knock down some barriers to communication with video conferencing. Inform candidates
ahead of time that the call will be through video, to give them time to prepare and ensure a
stable internet connection.

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Remote onboarding
Traditional organizations may have a new-hire orientation, which is typically a singular event. Onboarding is
a continuous process that extends through a team member's first year. This is an investment in the long-term
success of new hires and in the company as well.

Onboarding in a remote setting should focus on three key dimensions: organizational, technical, and social.
By using this integrated approach, you will enable new team members to thrive in their roles.

ORGANIZATIONAL TECHNICAL SOCIAL

A large part of onboarding is Give new hires access to the tools Starting a new job can be
providing answers to logistical they'll be using in their roles, and overwhelming. If a new hire is
questions. All-remote companies most importantly, encourage them used to working in a traditional
have to be more efficient and make to use the tools as early as possible. office, adjusting to the remote
information easily accessible, so Using tools, even for very small tasks, work lifestyle might be a challenge.
documentation or a handbook builds confidence and helps new Having socialization as part of the
will be essential for a smooth employees to feel productive and onboarding process can help team
onboarding process. empowered. members feel more connected to
their new team and culture.

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Remote communication strategies

Implementing effective communication strategies is an integral component in
developing a strong remote work environment. Good communication habits enable
team members to feel connected to others and aware of business decisions and operations.
Communication is the solution to ensuring that teams don’t feel isolated and lost.

Asynchronous work and documentation

In a world dictated by calendars and schedules, people are used to working
synchronously—meaning that they need to be in the same place (either physically
or virtually) at the same time. Another word for synchronous work: “meetings.”
Asynchronous communication is the art of eliminating meetings and synchronous
work, making it possible to get work done on a flexible schedule.

In a remote setting, mastering asynchronous workflows is vital—even more so than

in a co-located environment. Make it a priority to implement “async” work in order
to increase efficiency and avoid creating dysfunction.

The prerequisite to async is creating strong documentation. At its core, async

communication is documentation. It’s delivering a message in a way that doesn’t
require the recipient(s) to be available—or even awake—at the same time. If your
organization has no standardized method of documentation, establish that first.

Async also means you’re not expected to immediately respond if, for example, a
colleague or even your boss emails you on the weekend. Just reply on Monday. If
something is urgent, team members can ping someone on chat whenever—that’s
how people can filter through information to know whether something is urgent.

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Meetings (or lack thereof) Informal communication

How do you approach meetings if you default to asynchronous work? In colocated environments, informal communication is naturally occuring.
Asynchronous communication means receiving information when we can When individuals are physically located in the same space, there are ample
handle it—usually not “live” in a meeting. This is important, since most opportunities to chit chat and carry on conversations outside of formal
people need head space to focus on what they do. business settings. Making social connections with coworkers is important
to build trust within your organization.
The first step in creating an atmosphere where colleagues are comfortable
working asynchronously is to avoid the mentality that meetings are Informal communication also enables friendships to form at work related
necessary. By making meetings optional, recording and documenting to matters other than work. Those who feel they have genuine friends at
everything, diligently following agendas, and leveraging the right tools, work are more likely to enjoy their job, perform at a high level, feel invested
your team is less reliant on being online at the same time. in the company, and serve others within the organization. For remote
companies, there are no hallways for team members to cross paths in, no
Meetings are more easily made optional when each one (even social calls) carpools to the office, etc. You must be intentional about designing informal
has an agenda and a Google Doc attached to the invite. This allows people communication when it cannot happen more organically in an office.
to contribute questions or input asynchronously in advance, and catch up
on documented outcomes at a later time. In a remote environment, leaders should formally organize informal
communication, and to whatever degree possible, design an atmosphere
The person who called the meeting is responsible for contextualizing the where team members all over the globe feel comfortable reaching out
outcomes. By placing this burden on the meeting organizer, it acts as a to anyone to talk about topics unrelated to work.
filter for whether a meeting is truly necessary. That's a big responsibility,
which keeps the quantity of meetings in check.

DECLINING MEETINGS
It's a shared responsibility to think twice before scheduling a meeting,
as well as politely questioning meeting invitations.

Suggesting that you work async instead of a meeting can feel

uncomfortable, but it’s a sincere attempt to work in a more inclusive way.
If you're invited to a meeting that may not need to exist, it's okay
to respectfully decline. Here’s how.

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Here are a few examples of informal communication at GitLab:

SOCIAL CALLS COFFEE CHATS COWORKING CALLS CHAT CHANNELS FOR

Optional calls with One-on-one video chats Scheduled working sessions SHARED INTERESTS
no set agenda, just with a coworker to get where team members can Open channels in Slack
time to openly talk. to know each other work through challenging (or any chat tool) for
outside of work. tasks with a coworker, every interest or hobby
or simply hang out while you can think of.
working on separate tasks.

ASK ME ANYTHING TALENT SHOWS & THANKS CHANNEL

(AMAS) TOURNAMENTS A dedicated, public
A call with an open Great for building chat channel where
agenda for team members meaningful connections team members share
to ask the host any between colleagues, gratitude for others.
question they’d like. and they’re relatively
easy to organize.

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Get creative to foster relationships Collaboration

If you've spent any length of time in a corporate setting, you've probably seen a In a colocated setting, collaboration often happens face-
company institute a regular “happy hour” to gather employees to converse about to-face with a whiteboard on hand in a conference room.
topics unrelated to work. In remote environments, there should be a greater When you’re working remotely, it can sometimes feel
emphasis on dedicating time to building connections. like working on your own, with your own calendar and
your own schedule. However, working in a distributed
Many teams suddenly forced to work from home during the pandemic experienced environment can be even more productive than working
fatigue from these “happy hour” calls becoming increasingly less engaging during a in an office if you have a common goal, strategic planning,
time when fewer in-person interactions (see page 19) were possible. and the right collaboration tools.

To keep your team engaged, get creative with your social calls and team bonding. Learn more about how to collaborate and whiteboard with
Consider hosting a “show and tell,” a virtual talent show, or a scavenger hunt. a distributed team.
At GitLab, a group of parents even organized regular “juice box chats” for their
children to get to know each other. This creates a more casual atmosphere where
team members can connect with colleagues on a more personal level, without
work at the center of the video call.

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Building culture

Building a culture across a company where there are no offices requires intentionality.
Technology and tools enable distributed teams to operate efficiently, but it's important
to document culture first, then use tools to support.

When you’re primarily in an office, it's easy to let culture be shaped by office decor, free snacks, or
the loudest voice in the room. This is a risky approach for any company because the culture can shift
easily, but in a remote environment it's simply not a usable strategy.

For a remote team, your culture is the values you write down, and what you do as a leadership team to
reinforce those values. There should be no unwritten rules in remote culture.

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Gathering in person The importance of living your values

Even in a 100% remote company, leaders should be To build a sustainable company culture, you must have values that are more than
intentional about planning in-person elements as a words on a page. Values must be lived and infused into everything you do as a
way to build relationships and bolster culture. This is team, including how you promote and recognize people.
especially important in the post-pandemic world, when 1
in 3 workers say they feel disconnected from their peers. Values will only shape an organization if they're respected and lived by each team
member. This is particularly meaningful in an all-remote setting. With less physical
Whether it’s at an annual company summit or local interaction, there's less to compensate for behavior that goes against your values,
coworking days, there are many ways your team can which can impact overall morale. Respected values also serve as a universal north
connect in person to build relationships that will help star for your team.
you operate even more effectively when you’re not
physically together.

Here are a few ideas for in-person gatherings:

1. Meetups

2. Conferences

3. Annual or regular summits

4. Holidays and celebrations

5. Local coworking days

6. Travel budget for team members

to visit one another

7. Coworking excursions

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Mental health & time away from work DO NOT CELEBRATE LONG WORKING HOURS
Burnout, isolation, and anxiety are issues that impact team members Burnout rarely happens all at once. It typically takes you by surprise
across all companies, regardless of whether they’re distributed. after days, weeks, or months of increasing overwork. While working one
additional hour to move a project forward is likely not a recipe for disaster
Establishing a culture that recognizes and addresses this is critical to
on its own, it can trigger a new baseline where you feel like you have to
removing the stigma and prioritizing mental health and wellbeing.
continue to overwork to maintain the new status quo. When thanking
someone publicly for going above and beyond, be careful not to send a
This is a team sport. Leaders must work to establish a workplace culture message that work should always take priority.
that empowers their team, managers must be proactive in sensing the
signs of mental strain, and team members must feel comfortable surfacing
REST AND TIME OFF ARE PRODUCTIVE
issues while they are still manageable.
Though it sounds counterintuitive, clarity comes through time away
from work. Rest isn't at the expense of work; it's a core function of doing
DOCUMENT PROCESSES AROUND MENTAL HEALTH excellent work. Traditionally, we've emphasized the importance of having
In a remote setting, where in-person interactions are less common, it's a strong work ethic. Finding a balance with your work ethic and your rest
easier to feel isolated. This is particularly true for those who are new ethic is essential for avoiding burnout.
to remote work. It's vital to ensure that resources can be easily found
in a central company handbook. Be sure to highlight these resources ENCOURAGE A HEALTHY REMOTE LIFESTYLE
up front during onboarding, and reinforce this in ongoing learning and Working remotely presents a number of lifestyle benefits that can bolster
development sessions. mental health. By ditching the requirement to be seen in the office, team
members can structure their work around their life as opposed to their
work dictating everything about their life.
CREATE A NON-JUDGMENTAL CULTURE
To destigmatize the conversation around mental health and wellbeing, This is a profound shift, and leaders should encourage their people to
leaders should strive to build and sustain a non-judgemental culture. experiment and embrace whatever approach brings them the most
This starts by celebrating a diverse team, and creating an inclusive work balance. For some, finding and maintaining a routine is best. Others may
environment where team members can be themselves. find that working during their peak productivity hours is ideal, or working
a non-linear workday to make time for family or a hobby they love.

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Remote at scale
Given the relative newness of all-remote companies, some wonder if a 100% remote
company works well at scale. At GitLab, we believe that remote not only works well at scale,
but works better at scale than a colocated model.

There are fewer examples of large remote teams working successfully, though that is changing as many
companies were forced to rethink how and where work gets done during the pandemic.

With no company offices to maintain, fully distributed organizations are able to recognize outsized agility
and efficiency at scale. Here’s why:

01 Team growth: A rapidly growing company is able to grow even more quickly as an all-remote team,
because leadership can focus solely on attracting the right talent and onboarding them. There’s no
need for office expansions, no requests for new-hire relocations, and no budget for real estate.

02 Hiring: By opening your hiring pipeline to the world, you're able to reach a more diverse set of
applicants. See more about hiring on page 12.

03 Reduced ambiguity: All-remote teams have to be diligent about documenting culture and process
from the start. This allows everyone, regardless of location or time zone, to have access to the
most critical information. At scale, this level of documentation has a tremendous impact on the
organization's ability to reduce confusion and ambiguity.

04 Knowledge dissemination: As your team grows, you gain more organizational knowledge. Each new
hire brings added expertise and experience. This happens in a colocated setting, but the knowledge
only benefits those physically close to that person. In an all-remote setting, everyone can equally
benefit. This has a profound impact at scale, and contributes to a more transparent environment.

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Become a remote work expert

GitLab’s guide to remote Become a Head of Remote

This playbook distills and directs you to content from more than 50 guides On page 8, we talked about the importance of hiring a Head of Remote.
GitLab has published about how to thrive as a remote organization, team, At GitLab, we’re open sourcing our mastery of remote work to define a
leader, and individual. Ready to read more? Here’s GitLab’s full Guide to new career path and equip and empower the next generation of remote
Remote Work. work leaders.

Get certified Remote work expertise is becoming a highly marketable skill. We

encourage those aspiring to fill remote work leadership roles to complete
01 Remote Work Foundations: Get certified by GitLab for remote GitLab’s courses and certification and implement our proven practices into
work. This certification is ideal for aspiring or new managers, your current organization. In interviews, these courses and examples of
individual contributors, or anyone who is looking to rapidly implementing GitLab principles can be used to substantiate your remote
increase their remote foundational skills. work mastery. You will effectively speak a new and evolving business
language which is critical for a company’s success.
02 How to Manage a Remote Team: This course is ideal for current
The world’s organizations are making decisions about the future of their
managers, executives, and HR professionals who want to learn
teams and remote work. Companies that do not adapt will lose their best
how to lead and support a high-functioning, scalable remote
talent to organizations that are actively empowering people to embrace
team.
this flexibility. As this happens, there will be a spike in demand for
senior leadership who understand the mind of a remote worker and
the organizational design principles to transform remote work from
a challenge to a strategic advantage.

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The future of living

While much of the world focuses on the short-term response to a world gone remote, we believe
there’s even greater potential in the long-term. Generations to come will benefit from this forced
transition. As tens of millions of the world’s brightest minds began to question conventional notions
of work, they were able to make better choices about their future—choices that will benefit small towns,
big cities, the underrepresented, and the underserved.

People are opening their eyes to a refreshing reality and unlocking new potential. They can, as it turns
out, accomplish their work from anywhere. When you have the freedom to work anywhere with a
stable internet connection, you’re able to build your career around your life, not vice versa.
You can chase superior air quality and schools, move to a smaller community, move back
home, relocate to be a caregiver, or travel full time.

The long-term effects of this global transformation are just barely within view:

01 Talented people who have struggled to find a well-paying job without

relocating will now have a range of career opportunities.

02 Cities will see a resurgence of investment from people previously

displaced who want to create a better place to live.

03 Businesses will be more agile and better equipped to handle future

crises by empowering results over geography. They’ll find it easier
to hire diverse teams and elevate voices that have not historically
been heard.

At GitLab, we’re honored to play a part in this transformation as organizations

and people around the world embrace remote work and the future of living.

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About GitLab
GitLab is a DevOps platform built from the ground up as a single application for
all stages of the DevOps lifecycle enabling Product, Development, QA, Security,
and Operations teams to work concurrently on the same project. GitLab
provides a single data store, one user interface, and one permission model
across the DevOps lifecycle. This allows teams to significantly reduce cycle
times through more efficient collaboration and enhanced focus.

Built on Open Source, GitLab works alongside its growing community, which
is composed of thousands of developers and millions of users, to continuously
Get the 2021 Remote Work Report deliver new DevOps innovations. More than 100,000 organizations from startups
We surveyed more than 3,900 remote professionals to global enterprises, including Ticketmaster, Jaguar Land Rover, NASDAQ, Dish
on six continents for one of the most comprehensive Network, and Comcast trust GitLab to deliver great software faster. All-remote
reports ever created on remote work. We are no
since 2014, GitLab has more than 1,300 team members in 68 countries.
longer asking “if” remote can scale — now, we are
seeking to understand how, what the challenges are,
and what’s next.

Download the Remote Work Report now Try GitLab free for 30 days
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Credits
This guide was built by remote work experts with dozens of combined years of experience across the
spectrum of remote. Though GitLab is all-remote, the guiding vision of this work is to educate and equip
everyone — regardless of work environment — with best practices. We want you to thrive as a remote
worker. Connect with us, contribute your own learnings, and keep being awesome.

GitLab encourages enterprises and individuals to share this resource with others, and use these
helpful materials in whatever way helps them the most.

Made with ♥ across six continents.

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