SMB Networks / Managing Remote Users /

Secrets of a virtual company CEO

Part one of a two-part series

By Jeff Zbar
Net.Worker, 04/30/01

The Web applications development company Turner Consulting Group employs 34 workers. CEO Daniel Turner and a manager work out of the Washington, D.C., office, two employees work from home offices nearby, and the rest work from homes scattered across the U.S.

"I'm not entirely sure where everyone lives," Turner muses.

Welcome to the virtual company. Employees and contractors collaborate across distances and stay connected using the Internet and telephone. Productivity and cost-efficiency increases by reducing the need for dedicated corporate office space and commuting costs. Organizations are agile and very competitive, says Jessica Lipnack, founder of organizational consultancy Virtual Teams, and author of an eponymous book.

"The boundary-crossing, virtual team is the new way to work," Lipnack declares.

Staffed with dedicated, full-time employees, today's virtual company hires top talent regardless of locality. In Turner's case, each sets his own schedule, tracks his own time, networks with the team via e-mail or phone, and thrives in the work-at-home environment. They don't have to commute or move to already-congested D.C., and Turner doesn't have to entice talent to relocate.

Because more than 20 of Turner's staffers are working mothers, he doesn't have to fret losing anyone to maternity leave. They just set their own schedules and do their jobs on company-issue desktops - with kids nearby. While kids in the home office goes against many companies' home-work policies, this culture fits Turner's needs and those of his workers.

"It's a very family-friendly company," he adds.

To bridge the physical distances between workers, Turner strives to build bonds. He talks daily with his six project managers, and managers hold calls with team members as needed. Every week, companywide conference calls are staged to foster community. Annually, the company stages an "All Hands" meeting in D.C. to discuss the company's path, people's roles and to air grievances.

"It's 90% schmooze," he says. "Fun and satisfaction are huge."

How does Turner select and manage the right candidates to work from home? Here's his strategy:

Look for experienced recruits. Ideal candidates have previously teleworked, or have worked from the home or remote office, if even on a limited basis. If the recruit has no telework experience, Turner asks them to identify the worst aspects of telework. "The best aspects are easy," he says. "We're not interested in people who haven't thought about it." Be prepared for first-time work-at-homes to succeed, but they may spend more time adapting to the new environment - essentially learning on the clock.

Target soloists. The best candidates are those who claim independence and say they don't require eye contact or day-to-day interaction. Turner asks for three references - a former supervisor, subordinate and peer - all of whom know the recruit's workstyle. He also asks whether they like starting projects or coming in midway. There's no wrong answer, but midproject entry is common in the virtual environment, he says.

Make them meet a team member. Because much of Turner's recruiting is done remotely, all new hires are on probation until they meet an existing employee face to face for work or fun. "If there's no chemistry, they'll know it as soon as we do."

Avoid admitted loners. Singles or workers with few friends, little family nearby and no social life could become depressed in the home-based environment. While it's illegal to ask about family or personal issues, Turner regularly asks about hobbies or what recruits do for fun. "The fact that they have some sort of support group outside work is good. It gives us some measure if they're sociable or not."

Next week, we'll look at how to structure and support the virtual organization to keep workers powered up and connected for success.