Outsourcing can save you a lot of time, energy, and money.
However, you need to prepare for it in advance, because trying to build a remote workforce without preparation will only lead to failure.
This is especially true for startups where a fast-paced work environment means that everyone needs to be at the top of their game at all times.
So how can you make sure that your company is ready to bring on remote staff?
Here are the five steps that you should follow…
You need to have the right set of tools if you want to effectively manage a remote team:
Don’t underestimate the time it takes to figure out your ideal setup for managing a remote team.
You have to research various solutions, decide which of them fit your company needs best, then configure each one of them, etc.
Believe me, you want to sort this out beforehand, not on-the-fly after you have already hired people.
Standard Operating Procedures, also known as SOPs, are checklists for repeatable tasks that ensure that those tasks are performed correctly every time.
You should create an SOP for each task that you want to outsource. This is especially important if you are hiring people that you intend to train up.
Take a task, go through it, and write down each step.
Then turn these steps into a checklist that the person responsible for that task will need to follow. This will drastically reduce the number of mistakes your employees make.
You can create SOPs in a text document or you can use tools like Trainual.
You want to reduce ambiguity as much as possible.
Make sure that each role is clearly defined and that it has specific KPIs associated with it.
This will make it easy to evaluate everyone’s performance. Did they hit their KPIs or not?
Remember, the clearer your expectations, the less room for misunderstandings.
Everyone wants to work remotely.
This means that you can expect to get a ton of applications for any job opening that you advertise.
Here are a few tips on how to reduce the number and increase the quality of the applications you get:
You will probably still get a lot of applications, so schedule plenty of time for going through them.
Try to work all this out in advance as much as possible.
Also, consider using Calendly for scheduling calls, this will save you a lot of time on back-and-forth emails.
Whenever you hire someone, you need to provide them with training.
You can use software like Trainual to create an onboarding video series where you explain everything they need to know to succeed in their role.
You should also schedule a weekly one-on-one video call with them to discuss how they are settling in, what is going well, what they are struggling with, etc.
It makes sense to continue these calls after the onboarding period as well just to make sure that everyone has the support they need.
You shouldn’t rush when it comes to outsourcing.
Make sure that you have everything in place before you post that job ad.
Yes, it’s a lot of work, but it’s work that needs to be done anyway, so it’s best to do it in advance.
Believe me, you will be glad you did.