Teams working remotely, spread over different geographies or time zones: how to deal with the problems perceived by the employers. How to take advantage of a wider talent pool (that is not geographically restricted).

Labour market competition: when you can recruit from anywhere, why not recruit what is less expensive? Pros and cons of recruiting from abroad.

What can organizations do to take care of the mental health of their employees during this period? How can we take care of ourselves as employees? Burnout when you work exclusively from home. How does this work regime affect us, what are the consequences on the employee motivation and productivity, how can we avoid unwanted consequences, tips for preventing physical and psychological burnout?

What is the link between the existence of physical headquarters of an organization and its internal culture? Is there such a correlation or is it just a myth?

Pay it yourself – from employee perks to costs covered by the employees. Should companies cover employee costs that before the pandemic used to be covered by the company (Internet connection, coffee, fruit, etc.)? How do companies in Romania deal with this problem vs. how companies in other countries deal with it?

If we force people to go back to the office, will it be the same as it was before the pandemic? What are the risks of a company insisting that its employees go back to the office in the pre-pandemic style? Employees got used to a different work style/regime, how can we help them stay productive without forcing the return to the office?

What is more important: a high salary or more flexibility at work? If we are flexible and do offer employees the possibility to work from anywhere, how do we create the conditions/occasions for them to also meet offline in a recurrent manner? How we work nowadays – about the flex week when you can work from home, from the company premises, or from flexible spaces.

How do we onboard new employees when the predominant work style is remotely? How can we help them integrate within the team while working remotely? How can you innovate when you work remotely? Life in the countryside. About the employees who moved to the countryside or to another city and chose to work from there.

We work #remote, but are we more controlled? About employee monitoring software and the lack of trust between employer and employee. Trust is the currency of the future for organizations. Successful work can be achieved only based on trust.

How can a company take advantage of the current change in the work model (remote work vs. work from the premises and work from home). What is the type of company that is looking to hire the best talent on the market in this period?

What is a flexible organization and what are its advantages, how can we generate the changes that lead towards such a model? How can an organization have an accelerated growth in these times, is it still possible/feasible?

What is a good leader for an organization, do the same criteria apply before and after the pandemic? Strategy or survival? How to maintain a strategic vision and not fall prey to pandemic problems that all organizations have to deal with.

Where does it start and who can generate it? Is it the boss’ exclusive responsibility or everybody’s?

New tools and apps that have emerged with the pandemic and how we can use them in our organization.

Burnout, difficulties in working as a team, loneliness, distractions for people working from home.

Real-time communications as a base model: everybody works from 9 to 5, calls with the entire team with no pre-established agenda – wasted time. Micro-management, which comes out of a lack of trust between the employer and employees, and which seems necessary due to the incapacity to organize processes and evaluate the team’s results. Lack of opportunities to socialize, to connect with your teammates.

Adopt tools that allow asynchronous work. Create asynchronous processes that allow work to happen over different time zones. Teach your employees how to write. Writing is the default means of communication.

Time will be the main KPI when evaluating performance, before productivity and results. The good employees will be the ones who constantly deliver on their promises. The decision to promote a person will be taken based on abilities and trustworthiness. Paradoxically, remote work made it a lot clearer who is actually productive (and who is not).

The unspoken superpower of remote teams. Scalability is a processes issue. New employees should have as much context as your first employee.

Enhanced agility when it comes to allocating resources for roles, projects, or activities. At the heart of Talent Liquidity is everyone's ability, rather than a predefined role. The possibility to access larger talent pools: accessing talent from everywhere. A better value proposition for employees.

Serendipity is useful, productive, it stimulates innovation and creates cohesion but in the context of remote work, it can no longer occur spontaneously. These kinds of moments have to be proactively planned.

The two options – work from the premises or from home – are no longer sufficient. There is a growing acknowledgement of the need for complementary ways to work. People need to have the freedom to work from any space that they feel is more productive. Flexibility has become a key criterion for choosing the company to work for. The need for autonomy when choosing the way we work has become a key performance indicator.