Marketing Team
Organizations must revamp policies before adopting a hybrid model of work.
The Future of Work

Don’t Forget To Do This Before Switching to Hybrid

Managers who adopt a hybrid schedule of work for their employees should follow these best practices to help workers avoid burnout and improve team performance.

Two studies recently shared insights on developing hybrid policies that blend remote and in-office work without burning out employees: organize regular team discussions to avoid employee burnout, offer flexible working hours to improve team performance, and train managers to ensure smooth operations. With over forty percent of the global workforce considering leaving their employer this year, a thoughtful approach to hybrid work is critical for attracting and retaining talent. 

Key takeaways from the reports include:

$1 spent on the hybrid policy redesign program led to $1.68 in savings

Organizations that invested in a redesign program before going hybrid saw a healthy return on investment. They saw improved work-life balance and job satisfaction among employees and a drop in employee turnover costs. Voluntary employee exits decreased by 40 percent in these organizations. 

The talent landscape has shifted, and employee expectations have changed. Leaders must rethink employee engagement before adopting a hybrid setup. More than 66 percent of business leaders are redesigning spaces and policies for hybrid work. They are investing in technology to bridge the physical and digital worlds. 

Regular team discussions prevent overload and increase transparency

Structured discussions helped overloaded employees reduce engagements that did not require their inputs. They also helped increase efficiency by eliminating low-value work. Sixty-one percent of employees from organizations that did not conduct such discussions said they felt overburdened by work. Thus, leaders must urgently address digital exhaustion and work on solutions to reduce employee workloads.

Regular team discussions also set clear performance expectations. They helped hybrid employees overcome their fears of being judged based on their work hours instead of their contributions. They improved transparency by providing a clear picture of the hybrid workplace.

Flexible work hours lead to improved employee well-being and performance

The research revealed that hybrid setups worked best when employees were given control over their work instead of mandating specific hours for remote and in-office work. Organizations with flexible work cultures reported fewer work-life conflicts. The employees reported improved well-being and family time. 

Looking at these benefits, 63 percent of high-revenue growth companies have adopted the ‘productivity anywhere’ models that give employees the option of working remotely or on-site. Organizations that focused less on when, where, and how work happened saw optimum results and enabled employees to work in sustainable ways. 

Training managers is essential for ensuring seamless hybrid operations

Remote employees often feel disconnected from their in-office colleagues. Manager training should focus on building an inclusive work environment and give equal attention to all the team members irrespective of where they work. It is equally important to watch out for silos that may arise in the hybrid space. Managers must ensure that in-office and remote employees have access to the same resources and are equally involved in decision-making. They should encourage cross-team collaboration to strengthen the hybrid team. 

Additionally, they should encourage employees to share when they feel overwhelmed by work and allow them to unplug to focus on particular tasks or even recharge. 

Find the complete studies here and here.

Turing is an automated platform that helps organizations go hybrid. It enables companies to hire and manage senior, pre-vetted remote software developers. Firms can hire from a talent pool of 500K+ developers with strong technical and communication skills and who work in their time zone.
For more information, visit Turing’s Hire page.

By Jun 22, 2021
Worker juggling multiple tasks to show work from home productivity
The Future of Work

Remote Work Boosts Productivity & Innovation, Say Multiple Studies

Multiple reports show that work from home increased productivity and creativity in workers, and empowered them to be more innovative.

Several tech giants like Qualcomm, Lenovo, and Google have shared that remote work boosted productivity. A study published in the MIT Sloan Management Review revealed that remote work developed big-picture thinking in employees and made them more creative. Yet another found that empowered remote workers led to more innovation. 

Additional findings: 

Remote work spurs productivity and innovation

Qualcomm and Lenovo said they saw a rise in productivity after going remote. The former even added they filed more patents during the pandemic than ever before. 

A report published in MIT Sloan studied 1,000 remote innovation leaders across 17 countries to understand how innovations occurred. The analysis revealed that the companies with a radically progressive approach to remote work saw increased innovation, leading to better employee and customer outcomes. These companies, referred to as “stormers” in the report, were some of the best industry innovators. The report also revealed that the constraints of remote work led to more creativity among employees.

The other report showed that remote employees are more innovative because virtual communication, paired with the perception of being distant, activates the higher-construal thought process, also known as big-picture thinking. Thus, remote workers develop big-picture thinking because of virtual collaborations. 

The empowerment of remote employees promotes innovation

Ninety-four percent of stormers said replacing the command-and-control structure with a culture focused on customer-facing teams helped them perform better. It gave them more autonomy while serving customer needs. This approach transformed customer communication and provided a sense of purpose to employees. What’s more, it also increased customer loyalty by 62 percent for stormer organizations. 

The report also revealed that entrusting remote employees with customer relationships led to innovation. Ninety-one percent of stormer workforces said they enjoyed the recognition their work received through this approach. It motivated them to innovate further. As a result, 96 percent of stormers prioritized self-empowerment over leadership.

Remote work demands intelligent technology, connectivity, and consistency

Qualcomm and Lenovo shared that connectivity and high-quality technology are crucial to support the shift to remote work. They said that having access to the correct devices and connectivity led to greater output. 

Meanwhile, 84 percent of innovators said they could maintain their work-life balance and prevent burnout by sticking to a consistent schedule. They also shared that establishing transparent communication systems within teams was essential for maintaining this balance. In addition to this, virtual lunch breaks engaged remote employees in casual conversation that helped build bonds across teams.

Brainwriting,  bias elimination, and minimal production blockers can maximize virtual productivity

  • Reduce production blockers: Production blockers can hamper creative thinking. Frequent conversations with the team, for example, can act as a production blocker for an employee. Setting aside time for individual work away from the shared screen can help in limiting such blocks and increasing productivity. 
  • Practice brainwriting: Encourage employees to write down their ideas and discuss them together. Brainwriting fixes the flaws of brainstorming by eliminating self-censorship and promoting honest criticism. Virtual communication is ideal for brainwriting because participants can contribute to a shared document without group influence. 
  • Amplify individual input through virtual platforms: Virtual platforms allow only one person to talk at a time. Thus, they make it easier for less vocal participants to share their views. Most importantly, they serve as records of information, allowing organizations to go over previously discussed ideas.
  • Eliminate bias and encourage diverse interactions: People evaluate ideas from colleagues more harshly than those from outsiders. Anonymity helps in evaluating ideas without prejudice. Similarly, conversations between different team members bring diverse perspectives and stimulate creativity. 

Read the complete reports here and here.

Turing is an automated platform that lets companies “push a button” to hire and manage senior, pre-vetted remote software developers. Firms can hire from a talent pool of 500K+ developers with strong technical and communication skills who work in their time zone.

For more information, visit Turing’s Hire page.

By Jun 18, 2021
us government employee works remotely
The Future of Work

The US Government Plans for Remote Work Policies

Increased job satisfaction, better employee retention, and ample successful federal telework models have made the US government decide to go remote permanently.

Increased job satisfaction among federal workers, better recruitment and employee retention, and ample successful federal telework models have caused the Biden administration to plan for a permanent transition to flexible work

Pre-pandemic, 23 percent of government employees worked remotely for at least one day per week. During COVID-19, the number rose to 74 percent. Now, senior government officials have revealed they plan to allow individual federal agencies to define flexible work options according to the department’s aims, employee needs, and manager preferences. 

Here’s a breakdown of why: 

Remote work increased job satisfaction among federal workers

The Federal Employee Viewpoint Survey showed that government employees working remotely for at least three days a week reported a higher engagement score (76) than those working in an office (62.5). 

Eighty-two percent of federal employees eligible for remote work also reported they were either satisfied or very satisfied with their organization’s telework program. Only 5 percent said they were dissatisfied, and 12 percent were neutral.

A similar survey conducted by the National Treasury Employees Union found that 92 percent of workers had a successful experience with telework, with 66 percent even claiming they were more productive while working remotely. 

Employers win, too: federal agencies can recruit and retain the best talent by going remote

Recruiting the best talent is a top priority for the federal government. However, government officials have revealed that a lack of flexible work options has previously cost them the best candidates. “Candidates want to live in a location where you don’t pay half your salary in property taxes or lose most of your money trying to buy a house,” said Trent Fraizer, executive director for campaigns & academic engagement for Homeland Security and CISA.

Frazier worries that a lack of competitiveness in hiring will burden federal agencies in the long run, given the tough competition they face from the private sector. Top firms like Google, Twitter, Lenovo, etc., are opting for all-remote or hybrid work options, and others are following suit.

Economics and personnel experts also point to the benefits of having a larger talent pool while hiring remotely. They believe in hiring the best person for the role nationally, not locally. 

Agencies build on success with remote work

Several federal agencies have implemented successful remote work models–and plan to continue following them post-pandemic. They include: 

  • Department of Defense (DOD)

The Department of Defense made remote work functional despite ample digital security and privacy concerns—even launching a virtual work environment in 2020 to enable WFH.  The agency is now scaling the project, dubbed DOD 365, to include a whole suite of collaboration tools with added security layers.

  • US Department of Agriculture (USDA)

The USDA has already declared that it will allow remote work for up to four days a week, along with expanded usage of virtual and remote duty stations and more flexible schedules. 

  • NASA 

Despite existing remote work arrangements, NASA had to scale to mass telework rapidly at the onset of the pandemic. However, the agency quickly managed to overcome the pitfalls of remote work, and at one point, had 90 percent of its workforce working remotely. 

  • General Services Administration (GSA) 

A majority of the GSA’s workforce has been working remotely for the past five years—which made transitioning to all-remote relatively easy for the team. 

Boundaryless work is popular with both federal employees and agency leadership. Past successes with federal telework programs have further shown that remote work is here to stay. 

Organizations looking to build remote teams of talented engineers can, with Turing, hire Silicon Valley caliber software developers across 100+ skills.  

By Jun 17, 2021
An artificial nose to showcase artificial intelligence companies developing a sense of smell
Tech Talk

Artificial Intelligence Is Developing a Sense of Smell

A crucial question Covid patients face: How to regain their sense of smell? Artificial intelligence companies may soon help with that.

It hasn’t been long since engineers enabled machines to see and make decisions based on their observations. Now, they can smell too. A Grenoble-based startup is making use of artificial intelligence combined with digital olfaction to mimic the human sense of smell and help customers convert odor data into actionable information. 

Digital Olfaction – How it Works

The human nose uses the odor molecules released by inorganic and organic objects to enable the sense of smell. The odor evaporates when the energy in objects increases, helping inhale and absorb them through the nasal cavity. 

Digital olfaction works in a similar fashion. First, it captures odor signatures using biosensors and then uses software solutions to analyze the given odor data and display the results. Artificial intelligence helps interpret the signatures and classify them based on a database of previously collected smells. 

In a recent interview, the company CEO said that in terms of performance and its ability to recognize different smells, digital olfaction is close to the way human noses work.

Practical Uses of Digital Olfaction

Odor analytics can help companies: 

  • Engineer the ideal “new car” smell for the automotive industry
  • Catch food spoilage in consumer appliances
  • Approve or reject raw material supply
  • Lower R&D time for new beverages and foods
  • Create health sensors and personal care devices that use odors to detect possible issues and alert users

One possible use of this technology is to assist in developing devices that help COVID-19 patients recover their sense of smell.

Read more about this technology here

By Jun 16, 2021
Akshay Thakor, Turing SVP of Operations
Turing News

Postmates VP Akshay Thakor Joins Turing as SVP of Operations

In his new role at Turing, Akshay will lead the global operations team and all activities related to the Turing developer community.

Akshay Thakor has joined Turing as SVP Operations. Most recently, Akshay was VP of Business Operations at Postmates, where he was instrumental in building the infrastructure and community that fueled Postmates’ growth and ultimate acquisition by Uber. 

In his new role at Turing, Akshay will lead our global operations team and all activities related to our developer community of more than 400,000 international software engineers. 

By way of introduction, we recently interviewed Akshay about his new role and the reasons he joined Turing. 

Turing: Hi Akshay. I’d like to start by asking you what attracted you to Turing?

Akshay: The first thing to attract me to Turing is our core mission and the vision we are trying to achieve. The idea of helping talented developers worldwide and matching them with amazing job opportunities across Silicon Valley is very purposeful and empowering. Across the globe, you have software developers who are looking to find ways to step up in their careers. Giving them opportunities to work on important projects, to earn more, to choose their own path can be very significant. We can have a positive impact on the lives of very talented people.

The other key attraction for me at Turing was the opportunity to solve a real pain point — hiring strong software developers in Silicon Valley is difficult, time-consuming, and expensive. And hiring them at scale is an even bigger challenge. I believe Turing is solving this problem in an elegant and unique manner by using AI and machine learning to build an intelligent talent cloud. They are essentially re-inventing the traditional IT services and staffing industry and building an AWS for Talent!

Lastly, I was impressed by the Turing executive team – a set of amazing and passionate folks who are experts in their domain. It’s a diverse group with different backgrounds who each bring a unique perspective and unique values. That’s the secret sauce when you figure out a company you want to work with or an idea you want to scale.

Turing: At Postmates, you were able to change an entire market or maybe even create one. That seems to tie in nicely with how you see Turing evolving. So how do you think that experience will carry over to what you will be doing here at Turing?

Akshay: Yes, you are spot on about Postmates creating markets as we were the first food delivery app in the US when we launched in 2011. We were able to innovate and create many firsts in the market; something I am extremely proud of. That experience was instrumental in developing my approach to thinking about every problem from a customer’s perspective. The ability to identify and acknowledge problems, figuring out creative solutions that address those pain points, and then launching solutions that scale effectively is what I am really good at.

And that skill translates perfectly at Turing. It will allow me to build our developer platform as we scale it globally. Today, the solutions that worked for hiring software engineers 20 years ago are redundant and have neither seen any innovation nor are they adapting to the changing landscape of remote work. And that’s why we, at Turing, are re-imagining those problems and their solutions. We need those solutions to be innovative and operate at scale for our customers as well as developers. This is where I can bring a lot of value and create one of the most impactful companies of the next decade. I am looking forward to working with the entire Turing team and creating something huge and impactful, something we will look back and be extremely proud of.  

Turing: You make it sound very exciting! Tell us a bit about your specific responsibilities. What areas will you be driving into?

Akshay: My core responsibilities will be focused on two areas. First is to manage and lead global operations across Turing. A business of our scale is a combination of tech plus operations and I want to ensure that both work hand-in-hand as we scale our company. We are a remote-first company and will continue to build a global team, especially across LatAm, Africa, Europe, and Asia.

My second and most important area of focus is to build, grow and lead our global developer platform. I am responsible for creating and driving a holistic approach to our developer ecosystem while building a thriving, engaging community. Key questions for me are — how do they think about Turing? How do we make Turing the best place for a developer to work at? How do we engage with them such that they become our strongest advocate? How do we ensure they have a WOW experience on our platform and become our evangelists?

We believe the Turing platform is very empowering to developers. It gives them the ability to grow their careers on their own terms, to work on the projects they love. And it’s a very sustainable way for developers to work without having to continuously look for their next job. 

I’m responsible for ensuring Turing continues to grow and scale its developer ecosystem so we can continue to meet our customers’ needs, while also engaging our developers so as to make them feel valued and proud to be a part of the Turing community.

Turing: As you think about your first year here at Turing, what are a couple of things you hope to accomplish?

Akshay: That’s a great question. The first thing I want to accomplish is to examine all of our existing systems and make sure we have the right processes in place to set us up for success as we continue to scale. For fast scaling startups, the Japanese concept of Kaizen – continuous improvement – is very critical. We always need to push ourselves to be better, hire the right people and set up scalable processes. That will be an important area of focus for me in the first year. 

In parallel, my goal will be to set up a mid-to-long-term vision for my teams and ensure that we can see a path for us to get to it. The key questions for me are — How do we articulate a vision that motivates and drives our team? What foundations do we need to build to achieve that vision? How can we accelerate the process and get there faster? How can we make sure our customers and our developers have the most amazing experience? What are the building blocks we need to achieve our longer-term vision?

These are important questions that a business leader needs to constantly think about. We need to listen to our customers, to our developers, and understand their needs. It is really important to be connected to your customers and obsessively focusing on customer service.

Turing: What do you see as some of the big opportunities for Turing over the next few years. 

Akshay: Turing’s ability to scale and grow our global developer community is one of our most impactful and meaningful propositions. There are exceptionally talented people across the globe, but there aren’t enough opportunities for them. We empower them to build their own career paths and give them the freedom to work across top companies. What we need to realize is the impact this has on local communities and how it allows talented developers to uplevel their economic situation. They are able to earn more and work with some of the best companies across the world while working from their home and local geography. Imagine this at a vast global scale and the positive impact it can create. Imagine as we expand our business to providing training, internships, and skill enhancement programs to a diverse set of age groups. Imagine how empowering it can be from a social, cultural, and economic perspective. That is the mission for Turing, and it’s our biggest opportunity.

Another area that I deeply value is our core technical platform — our AI-driven talent cloud — that is not only unique but also critical for us to scale. We are a tech-first company, and what we are building is innovative. Our intelligent vetting and matching algorithm uses a blend of data science and machine learning; something that hasn’t been done before at our scale within our industry. And we use it to find an ideal match between our customers and developers. Over time, as we continue to invest in our technology, it will be our biggest differentiator and will create a plethora of opportunities for us. 

Turing: One final question. One of Turing’s values is continuous learning. So we ask every new team member, what is the one course you would like to teach and how would you go about teaching it?

Akshay: A very interesting question. There are two answers to this — one is a work-related course and the other is a fun, personal course. For the first one, I would like to teach a course on effective communication. I believe it is an important skill that is immensely valuable but not a strong point for a lot of folks, especially young professionals. I have been fortunate to learn a lot from my past experience as a consultant to Fortune 500 CXOs and at Postmates. The course would focus on how to be an effective storyteller so that you create empathy with your audience, align with your stakeholders, and provide clarity to your team. 

As part of my personal hobby, I am passionate about Japanese comic art, Manga, and its televised adaptation, Anime. They have some amazing stories, brilliant artwork and are extremely popular across the globe, especially in the US. I would love to teach a course on the history of anime in the US and how it got popular across some genres. I believe that would be a unique and fun course for people to learn more about this global phenomenon.

Turing: I’m sure you’ll have a lot of interest in both courses. Thank you Akshay, and welcome to Turing. 

By Jun 15, 2021
three employees working remotely as part of a hybird work model
The Future of Work

Going Hybrid: Simple? No. Necessary? Yes.

Companies that don’t switch to remote work or adopt a hybrid work model risk losing the best talent. Thus, they must plan their organizational strategy carefully.
Click play to listen to this Turing.com article.

The Microsoft Work Trend Index, an annual report published by Microsoft each spring, concluded companies that don’t offer remote work—be it fully remote or hybrid options—risk losing the best human resources. The index reported that 73 percent of employees don’t want to return to full-time, in-office work. Further, 40 percent of the workforce is considering a job switch. 

To create a hybrid workplace, according to a different report, companies must plan carefully. Going hybrid by default is impracticable and unsustainable, the report said. To do so effectively, companies should consider the following: 

Determine the company’s vision for the future of work

The first step of going hybrid: clarity of vision. Companies need to define the main changes, challenges, and a re-imagined vision for their hybrid workforce. Employers need to debate the following questions: How will teams collaborate if they don’t work from the same location? Can each job be carried out remotely, on-site, or a mix of both? Will gig workers and freelancers be a part of the workforce? Will a hybrid workforce help or hinder the operating model?

Identify real estate needs and technology requirements

After determining their hybrid vision, companies need to decide how much of their workforce will work remotely and the technology hardware, software, and collaboration required to support them. 

Employers must identify which tools and applications can help workers perform their jobs well from anywhere. Such applications must overcome an office-centric culture through easy digital communication. 

Find ways of translating culture to the virtual workplace

In hybrid workplaces, culture no longer lives in offices. Companies will need to incorporate their culture and values in virtual operations at all stages of the talent lifecycle. This means transforming onboarding processes, team-building activities, and leadership development programs to suit the virtual world.

Successful hybrid workplaces invest in business tools that help digitize as many procedures and processes as possible and engage leaders capable of building virtual relationships and inspiring great work. Above all, they offer employees a great culture, wherever they log in from.

Read more about building a hybrid workforce here.

By Jun 14, 2021
the process of digital transformation taking place
Tech Talk

Is Every Company a Technology Company Now?

Tech companies have a significant competitive advantage over their non-tech counterparts. As a result, digitization has become a vital part of business strategy.

Is every company a technology company now? According to a new report from Deloitte, they should be. The global consulting firm recently shared research revealing that digitally sound organizations have a significant edge over others. 

More digitally mature companies performed better than lower-maturity companies during the past pandemic year, according to Deloitte. They were about twice as likely to generate net profit margins and annual revenue growth significantly above their industry average, the report stated. 

Meanwhile, nearly two-thirds of respondents in the Deloitte study said that organizations that don’t digitize in the next five years will be “doomed.” 

Additional findings from the report: 

Going digital helped organizations deal with the pandemic

More than 75 percent of organizations said digitization helped them cope with many pandemic challenges. Such companies were twice as likely to cite digital transformation as their core strategy. 

Digitized organizations generate higher net profit and annual revenue 

Digitally-informed organizations have financially outperformed their competitors in almost every aspect. As a result, 69 percent of respondents plan to increase their investments in digital transformation from an average of US$10.9 million to US$12.6 million in the next 12 months. That is 0.6 percent of their annual turnover and 15 percent higher than the amount they’d spent last year. 

Today, digital is a vital part of competitive strategy. It helps organizations improve customer experiences, upgrade products and services, and promote agility in their business models. As a consequence, all strategies will be digital strategies in the future. Going digital will help organizations secure their future in a world of uncertainty. 

Read the complete survey here

By Jun 11, 2021
Google remote work policy saves $1 billion
The Future of Work

Remote Work Saves Google One Billion Dollars a Year

The Google remote work experiment was a success, saving the company $1 billion and helping offset its many costs.

Alphabet Inc., parent company of Google, recently announced it has saved more than $1 billion as a result of allowing its employees to work remotely. The company said it saved $268 million on travel, promotional, and entertainment costs in its most recent quarter, compared to the same period a year earlier—or $1 billion in savings on an annualized basis. 

The global pandemic prompted several tech giants to allow their employees to work remotely indefinitely. In July 2020, Google became the first major company to announce it would offer employees the option to work remotely through mid-2021, extending its prior timeline. In September 2020, the company revealed that it had begun working on a “hybrid” work model. 

Google’s savings offset costs

Not only has remote work saved Google over $1 billion, but it also allowed the firm to make significant investments in company growth. The company said the savings offset the costs of hiring several thousand more workers.  

Building on its remote success

Google is capitalizing on its success with remote work by adopting a hybrid work model. The company will now allow around 20 percent of its employees to work from home permanently. Google expects about 60 percent of its employees to work in the office for “a few days a week,” while the remaining 20 percent work on-premise. What’s more, Google CEO Sundar Pichai, in an email to employees, wrote that the company plans to develop several more remote roles and all-remote sub-teams. 

To read more, head here.

By Jun 10, 2021
man leaving job as a result of the silicon valley exodus
The Future of Work

California Leaving: The “Techxodus” Is Real

For the first time in history, the California state population declined. Now, two new reports show further evidence to confirm the Silicon Valley exodus is real.

Human migration uses something called the gate test: if a state opens its gates, do people flee or enter? For the past three decades, more people have left California each year than have moved to the state. And the global pandemic seems to have intensified the trend. For the first time in history, California’s population declined and the state lost a congressional seat.

For every new Bay Area resident, two are leaving

The “techxodus” is taking place in the heart of California, its tech hubs. The Bay Area had been experiencing a net outflow of residentsmore residents have left than moved inlong before the global pandemic. But as the pandemic accelerated the shift to remote and more companies allowed employees to work from anywhere, the net outflow almost quadrupled. It has averaged 49.8 percent since September 2020, which means that for every new Bay Area resident, two have left. Workers cite a better home environment and lower cost of living as the main reasons for leaving. 

Tech workers would leave the Bay Area if they could work remotely

What’s more, a survey revealed that two out of every three tech workers would leave the Bay Area if they had the option to work remotely. While 36 percent said they’d leave for other US regions, 16 percent said they’d consider leaving the US entirely. 

To getand keeptop talent, Silicon Valley will need to go remote

Remote work experts expect many tech workers will demand the option to work remotely. At Turing’s recent Boundaryless: #ScalingPostPandemic Conference, senior Cushman & Wakefield executive Gabe Burke said he expects that, if talent demands remote work, employers will likely provide the option. 

Read the full reports here & here

Office vector created by stories – www.freepik.com

By Jun 9, 2021
working parents enjoying the benefits of working from home
The Future of Work

No Remote Work? Get Ready For Working Parents To Quit

A recent survey revealed that working parents greatly value the many benefits of working from home, such as increased productivity and higher savings.

Employeesworking parents in particularhave grown fond of working from home. FlexJobs surveyed more than 1,100 parents with children 18 or younger to get insight into their experience working remotely and their expectations from post-pandemic workplaces.

Top takeaways from the survey:

Sixty-two percent of working parents would quit without remote work

Two critical concerns for parents returning to the physical workplace: exposure to Covid-19 infection and the impact of in-office work on their personal lives. Working parents are willing to work more hours, give up on vacation time, and even take up to a 10 percent pay cut just to continue working remotely. 

Fifty-one percent state remote work increases productivity

Remote work allows parents to work in an environment that sets them up for success and makes them more productive. In addition to this, flexible working schedules help them manage their professional and childcare responsibilities with greater ease. 

Ninety-eight percent say remote work saves them money

Working parents have saved significant money working from home. Twenty-one percent report saving around $10,000 per year. Meanwhile, 33 percent and 22 percent report saving $3,900 and $2,000 per year, respectively. 

Sixty-six percent say remote work will improve gender equity

Female labor force participation in the US plummeted to its lowest in 33 years in 2021. What’s more, the pandemic resulted in $800 billion in lost income for women in 2020. But, working parents say they believe that allowing remote work will help improve gender equity. 

Read the full article here.

People vector created by pch.vector – www.freepik.com

By Jun 8, 2021
linkedin shares remote work approach3
Turing Events

LinkedIn VP of Engineering Heather McKelvey Discusses the Company’s Approach to Remote Work at Turing’s Boundaryless: #ScalingPostPandemic Conference

Heather McKelvey, LinkedIn’s VP of Engineering, discussed the secrets behind high-performance remote teams at Turing’s Boundaryless: #ScalingPostPandemic Event.

Heather McKelvey, Vice President of Engineering for LinkedIn, discussed the secrets to developing high-performance in distributed teams with Emma Giles, Co-Founder & COO of Sophya, at Turing Boundaryless: #ScalingPostPandemic conference, that took place on May 13, 2021.

Highlights of the session included:

Strong sponsorship develops high performance 

Emma began the session by asking Heather to define the key characteristics of high-performing teams, to which she answered: 

  • Strong leadership
  • Execution (fulfilling your goal and simultaneously learning something)
  • Craftsmanship (building something that can be easily maintained or scaled)

To achieve high performance, Heather advised leaders to assemble and consult a board of mentors, not just one mentor. A board can combine its strengths and offer greater insights to the mentee, she explained. 

Heather also recommended, “Look past mentorship and towards sponsorship.” A mentor helps you identify your strengths and opportunities, she said. A sponsor promotes you within exclusive circles. “Teaching people what a sponsor relationship is, is key,” she explained.

Don’t raise the bar prematurely 

Heather cautioned leaders against constantly raising the bar for their teams. She suggested, “Raise the bar. Stop and celebrate. Then, when the team is ready, raise the bar again.”

Agreeing, Emma offered an example: When leadership raised the bar for the Sophya team, the group seemed to internalize it quickly. Rather than raise the bar again right away, the management group decided to wait. That turned out to be the right decision as they found the overall team needed more time to operate at that higher level, she explained.

Following up on Heather’s comment about celebration, Emma asked how managers could bring teams together to celebrate achievements—before raising the bar again. Heather recommended arranging events that unite employees with common interests.

She also suggested organizing activities that involve employees’ families—and offered magic shows as an example. Emma pointed out that the digital world blurs the line between personal and professional. “Moments of celebration can now have a more personal element,” she added. 

Set your boundaries

Heather shared insights from her experience transitioning to an all-remote work environment. 

One important lesson, she explained, is to set boundaries. “If you’re going to maintain high performance, you should also maintain the ability to relax and turn off,” she said. “Remote work can cause burnout when team members don’t identify their limits and make them known,” she added. Heather further recommended that managers purposefully enquire about their team’s boundaries and respect them. Moreover, she said she asks team leaders to identify their limits and communicate them to their team. 

Emma said from her own experience that “performance wanes if we continue to stay on all the time.”

Heather shared her method for setting boundaries: two 30 minute slots of going off-grid each day. Other colleagues, she said, put defined limits on their workdays. “Working six hours as a high-performer is better than working ten hours while feeling 50%,” she explained.

Emma and Heather also discussed proactive communication, team bonding, and other critical strategies for managing high-performance teams. Catch the whole conversation here. 

Watch the rest of the conference, featuring additional discussions between top Silicon Valley engineering leaders, here

PS: Turing’s readers can get two months of free access to a private Sophya digital office for teams of any size by contacting [email protected] 

Boundaryless: #ScalingPostPandemic is sponsored by Turing.com. With Turing, hiring and managing exceptionally talented, pre-vetted remote software developers is automated, speedy, and affordable. Companies have access to a global talent pool of around 500,000 Turing developers across 140+ countries. 200+ companies, including those backed by Google Ventures, Andreessen, Founders Fund, Kleiner, and Bloomberg, have hired Turing remote software engineers. 

By May 31, 2021
Turing Events

What Does Remote Look Like for the Enterprise, Post-Pandemic? Leaders from Amazon, LinkedIn, and Postmates Share Their Expertise

Leaders from Amazon, LinkedIn, and Postmates discuss strategies for managing remote teams post-pandemic at the Boundaryless: #ScalingPostPandemic Conference.

Helping employees avoid meeting fatigue, the importance of onboarding, and the need for diversity were among the recommendations shared by engineering leaders from Amazon, LinkedIn, and Postmates/Uber at Turing’s Boundaryless: #ScalingPostPandemic conference, which took place on May 13, 2021.

“What Does Remote Look Like for the Enterprise Post-Pandemic?” was the second session of the thought-provoking conference that Turing sponsors and holds quarterly to help engineering leaders from fast-scaling startups and enterprises meet the challenges of managing remote software development teams.

Key points discussed during the enterprise session:

Avoid “meeting fatigue”

Sumir Chadha, Co-Founder & Managing Director, WestBridge Capital Partners, began the session by asking his fellow panelists to share lessons learned from going remote. Aditya Modi, Senior Engineering Manager, LinkedIn, discussed a typical problem remote teams face: “meeting fatigue” caused by overcommunication. 

He recommended managers be mindful of the number of meetings they schedule. He suggested consolidating meetings and inviting only those team members who would find the discussion relevant. He also cautioned against back-to-back meetings and instead recommended having frequent breaks between them. 

Agreeing, Aabhas Sharma, Director of Engineering, Postmates/Uber, revealed that his team has a similar approach: it sets meeting hours that work for all time zones, allowing employees to have flexible schedules outside of those hours to avoid fatigue.

Kintan Brahmbhatt, GM, Amazon, said his team follows a practice of “no-meeting days or times,” wherein teams avoid get-togethers altogether on particular days of the week or month. 

Self-onboarding is a critical investment

Sumir sought the panel’s advice on managing remote teams for the first time. In response, the experts stressed the importance of smooth onboarding for newly remote teams. 

Aabhas introduced the concept of self-onboarding. He pointed out that synchronous onboarding sessions can be difficult for teammates located in different time zones. Instead, managers should equip new hires with the resources to onboard themselves, he added. “Self-onboarding resources were a critical investment for the Postmates team,” he mentioned. 

Kintan, too, said he preferred thorough document-sharing to one-on-one onboarding meetings and shadowing. “Increased documentation makes it easier for new employees to understand the rhythm of the organization,” he explained. “The right support and mentorship structure can also be crucial,” he added. 

Diversity is a crucial feature of remote teams

Sumir asked leaders about the importance of diversity in remote teams. Aditya said, “Remote work helps companies access a bigger pool of talent, which organically creates diversity.” This has worked well in LinkedIn’s interest, he added. 

Kintan commented that remote work is inclusive of different races and ethnicities and different personality types. “Hiring remotely instead of locally has helped bring forth newer perspectives and diversity of thought,” he explained.

Aabhas called remote work a significant “bias remover” during the hiring process. “Biases that would apply during in-person interviews disappear in remote hiring,” he said. In-person interviews draw attention to dressing styles, features, and overall appearance, while remote hiring doesn’t, he added. 

Eric Nguyen, Head of Engineering, Getaround, revealed that affinity groups—groups of people from similar backgrounds and their allies—have become an important social space for employees at his company. Himself a member of affinity groups like Asian Americans and Pacific Islanders, Eric added that such groups have helped support many meaningful conversations. 

The group of leaders also discussed everything from hiring strategies for the hybrid world to the importance of proactive communication. Watch the entire conversation here

Head here to watch a recording of the Boundaryless: #ScalingPostPandemic Conference.

Boundaryless: #ScalingPostPandemic is sponsored by Turing.com. With Turing, hiring and managing exceptionally talented, pre-vetted remote software developers is automated, speedy, and affordable. Companies have access to a global talent pool of around 500,000 Turing developers across 140+ countries. 200+ companies, including those backed by Google Ventures, Andreessen, Founders Fund, Kleiner, and Bloomberg, have hired Turing remote software engineers. 


By May 28, 2021
Prepping for the New Normal (5).jpg
Turing Events

Silicon Valley Tech Leaders Discuss How They’re Prepping for the Post Pandemic World

Silicon Valley tech leaders shared insights on retaining top talent, engaging distributed teams, and succeeding in the post-pandemic new normal at Turing’s Boundaryless: #ScalingPostPandemic conference, held on May 13, 2021.

Silicon Valley tech leaders shared insights on retaining top talent, engaging distributed teams, and succeeding in the post-pandemic new normal at Turing’s Boundaryless: #ScalingPostPandemic conference, held on May 13, 2021. 

“Prepping for the New Normal: To Office or Not To Office,” the first panel of the conference, featured experts from Postmates/Uber, Cushman & Wakefield, and VergeSense. The panel discussed creating positive outcomes for companies navigating the post-pandemic world and overcoming the challenges of managing various engineering teams, from all-remote to hybrid. 

Key highlights of the conversation: 

Workers will lead the way 

Moderator Akshay Thakor, SVP of Operations, Turing, kicked off the discussion by asking the panel of leaders to share their vision of the post-pandemic workplace. 

Gabe Burke, Managing Director, Cushman & Wakefield, said that workers—not employers—will decide how the new normal will look. “There’s nothing more important than recruiting top talent. If the talent insists on hybrid or remote work, most companies will follow,” he explained. 

Agreeing, Hetal Shah, VP of Engineering, Postmates/Uber, said, “Companies that don’t provide flexibility will see an increase in attrition. This will drive change.”

Nellie Hayat, Head of Workplace Transformation, VergeSense, explained that leadership teams are out of touch with employees. This lost connection has led to a disconnect between what management teams want and what employees need, she added. 

To prove this disconnect, Gabe shared a powerful statistic: Only 4% of employers believe that remote workers prefer full-time, in-person work. Yet, 28% of them plan to ask employees to return to in-person, full-time. He cautioned against this, saying, “Talent will get hybrid or remote work if they demand it.” 

Teams that engage with each other stay together

Akshay further asked the panel about the challenges and opportunities of retaining global talent pools. 

In response, Gabe highlighted one such challenge: helping employees connect with the company’s goals. He said that physical work environments make it easier for employees to understand a company’s vision. Remotely, it’s difficult to show workers how each individual contribution brings value to the company, he added.

“Employees can feel disengaged in remote settings,” agreed Nellie. She continued, “Such settings often lack frameworks of support for employee engagement.” Nellie suggested using tools specifically to identify and measure engagement. 

Agreeing, Hetal stressed the importance of occasional in-person interactions to engage remote teams. He recounted his experience at eBay as an example: His globally distributed team conducted offsites at the start of every quarter. This brought the team together to discuss essential strategies and exchange crucial feedback. 

Trust is a critical factor in the employer-employee relationship

Akshay asked the group to share tips to help employers and workers succeed in the new normal.

“It is vital for employers to trust their workers,” Hetal commented. “Give employees the ownership and responsibility to be successful,” he added. 

This trusting relationship should be mutual. Hetal asked employees to feel comfortable asking for help from leadership teams. He encouraged them to be transparent about their work schedule to find the right work-life balance. 

The group further discussed everything from strategies for supporting remote and hybrid teams to nurturing employees’ talents. Catch the entire conversation here

Head here to watch the rest of the Boundaryless: #ScalingPostPandemic Conference and hear leaders from LinkedIn, Amazon, Postmates/Uber, and more top companies share valuable insights. 

By May 26, 2021
Boundaryless: #ScalingPostPandemic
Turing Events

Top Takeaways from Turing’s Boundaryless: #ScalingPostPandemic Event

Engineering Leaders from Amazon, LinkedIn, Postmates/Uber Share Insights for Building Successful Remote Teams Post-Pandemic.

Engineering Leaders from Amazon, LinkedIn, Postmates/Uber Share Insights for Building Successful Remote Teams Post Pandemic

Creating opportunities for rapport building among team members, understanding employee needs post-pandemic, and supporting downtime for remote workers were three of the key insights engineering leaders and remote work experts shared at Turing’s Boundaryless: #ScalingPostPandemic conference. Turing leaders also discussed exciting new product updates to Turing’s Intelligent Talent Cloud. 

The virtual conference, held May 13, 2021, to discuss sourcing, vetting, onboarding, and managing remote software teams in a post-pandemic world, featured speakers from Amazon, LinkedIn, Cushman & Wakefield, Postmates, and WestBridge Capital Partners, as well as several fast-scaling startups. #ScalingPostPandemic was the latest in Turing’s series of quarterly virtual conferences.

Top takeaways from the event: 

Talent will rule the day

Moderator Akshay Thakor (Turing) kicked off the first panel discussion, “Prepping for the New Normal,” by asking leaders about their vision of the post-pandemic world.

Gabe Burke (Cushman & Wakefield) and Hetal Shah (Uber/Postmates) both declared that talent will drive workplace transformation in the new normal. “If the talent insists on hybrid or remote working models, then most companies will eventually give in to their needs,” said Gabe. 

Hetal agreed, saying, “Companies that can provide flexibility to their employeeswhether it’s a hybrid approach or something similarare going to be winners.”

Nellie Hayat (VergeSense) pointed out that, currently, leadership teams are out of touch with employees’ needs for flexibility. “There’s a gap between what employers want and the reality of what employees need,” she explained.

Gabe cited a survey by Littler to show this disconnect. 71% of employers surveyed believe that most employees would prefer a hybrid model; only 4% believe that most employees who work remotely would like to return to full-time, in-person work. Despite this, 28% of employers plan on having most employees return full-time and in person.

The group further discussed strategies for retaining talent pools, questions for remote leaders to reflect on, and advice for remote workers. Watch the full discussion here

Boundaryless teams need boundaries too 

Emma Giles (Sophya) kicked off the fireside chat, “How Does LinkedIn Approach Remote Work?”, by asking LinkedIn VP of Engineering Heather McKelvey to share her own experience and learnings from going all-remote.

Heather emphasized the need for setting boundaries. Working from home can cause high-performance teams to lose track of the number of hours they work, causing burnout, she explained. 

“If you’re going to maintain high performance, you should also maintain the ability to relax and turn off,” she said.

Emma agreed, sharing her experience with her own team. “Performance wanes if we continue to stay on all the time.”

Heather explained a solution to potential burnout that LinkedIn has developed. LinkedIn shuts down twice a year for one week. This year, the company realized employees weren’t taking time off due to the pandemic and the shift to remote. To help workers cope, the firm closed for an extra week in April, Heather said. 

Heather said her own method of setting boundaries includes going completely offline for at least two 30 minute slots per day. Other colleagues, she mentioned, cope by working six hours a day. “Working six hours as a high-performer is better than working ten hours while feeling 50%.”

Emma and Heather also discussed tactics for mentoring remote teams, celebrating team wins, and connecting with each other. Catch the full conversation here

PS: Turing’s readers can get two months of free access to a private Sophya digital office for teams of any size by contacting [email protected]

The key to remote success: deliberate personal communication

Two panels“What Does Remote Look Like for the Enterprise?” and “How Should Startups Think About Remote Work and Distributed Teams Today?”found common ground at #ScalingPostPandemic around the importance of communication. 

Leaders from both the enterprise and startup panels said proactive, intentional personal communication between remote team members is critical to success. 

In the enterprise panel, Aditya Modi (LinkedIn) explained the reasoning behind this to moderator Sumir Chadha (WestBridge Capital Partners): relationships get built organically within on-premise teams. Remote teams, however, require more effort. “When everyone is remote, you must carry out team bonding deliberately,” Aditya said. 

Kintan Brahmbhatt (Amazon) said frequent one-on-one calls, catch-ups with colleagues, and personal chats are important strategies for ensuring teams bond as a unit. 

In the startup panel, Greg Moulton (PocketBuildings) also cited a lack of personal communication as a potential problem. He stressed strengthening relationships in remote teams with in-person meetings. 

“We want to bring the company to our employees,” Greg explained. He said he plans to move his team around to different members’ localities, enable them to experience different cultures, and get to know each other on a deeper level.  

Similarly, Tray Lewin (AIKON) mentioned the significance of continuous engagement in onboarding and mentoring new employees. “You need to be proactive and regularly ask people if they’re getting what they need,” he said. 

The startup panel also touched upon hiring best practices, remote work surprises, and transitioning to boundaryless work. Head here for the full conversation. 

Meanwhile, the enterprise panel also discussed diversity in engineering teams, onboarding new employees, and effective distributed meetings. Watch the complete session here

PS: you can get a 50% discount on PocketBuildings’ Enterprise License by emailing [email protected] with the word ‘Turing’ in the subject line.

Turing’s Intelligent Talent Cloud solves hiring pain points

Turing’s Co-Founder & CTO Vijay Krishnan, along with Chul Kwon, Senior Growth Product Manager, and Rivers Evans, Director of Sales, showcased the latest updates to Turing’s Intelligent Talent Cloud. Designed to help companies better source, vet, and manage remote developers, the updates included: 

  • A unique self-serve system that allows customers to instantly find pre-vetted software developers based upon their exact needs, easily set up interviews, and hire developers they choose within days vs. weeks or months required for traditional approaches to hiring software engineers.
  • Enhanced deep developer profiles, that provide rich representations of a developer’s strengths, experience, and expertise across a wide range of capabilities, all, validated by Turing’s intelligent vetting platform. 
  • Significant advancements to Turing’s ML-powered vetting system, including the ability to accurately predict an individual developer’s likelihood of being a good fit for a customer’s specific role or needs.

The event concluded with an urgent call-to-action from Turing’s CEO and Co-Founder Jonathan and Ashu Garg, Turing investor and co-founder at WestBridge Capital Partners. Jonathan and Ashu spotlighted the ongoing COVID-19 surge in India and shared how event attendees could help through support of One More Breath, which aims to provide beds with oxygen support in the hardest-hit Indian regions. To donate, visit onemorebreath.org. You can also help by spreading the word through their Twitter, Facebook, and Instagram.

By May 18, 2021
Hack The Rare Hackathon
Turing News

Hack The Rare Hackathon: Turing Developers Come Together to Build Software for Rare Disease Treatments

At Hack The Rare Hackathon, Turing developers teamed up with OpenTreatments Foundation to build software to support the development of rare disease treatments.

Today, software is everywhere. From addressing our daily needs to solving complex engineering problems, software is transforming almost every industry. 

Medical treatments are no exception. By enabling the treatment of unusual diseases, software has helped save lives. However, there is still tremendous opportunity for technology to help scientists discover treatments and cures for rare illnesses.

To find out if software engineers can create novel solutions to save lives, Turing organized the “Hack The Rare” hackathon. Participating engineers built open-source software tools to support the development of treatments for rare, devastating diseases affecting 400 million patients worldwide. The event, organized in collaboration with OpenTreatments Foundation, brought together talented developers from around the world.

Why a hackathon?

Most rare diseases have too few patients for biotech companies to develop treatments profitably. For many atypical ailments, patients must take the lead to develop treatments for their conditions by starting a non-profit organization, learning the science, and partnering with researchers. For this hackathon, software developers worldwide came together for four days between April 23rd and 27th. They built specialized tools to empower such patients to create treatments.

Hack The Rare Projects

The hackathon featured four projects that participants could choose from. The goal of their projects is to help patients get one step closer to life-saving treatments. 

  • Patient registry: The first goal for any rare disease is to identify other patients around the world diagnosed with the same illness. For this project, participants created a web or mobile app for newly diagnosed patients to register and associate themselves with the disease in question.
  • Activity tracker: Patients with rare diseases often struggle with basic activities such as sleeping, eating, walking, talking, etc. A patient’s activity is one of the most reliable indicators of their disease’s progression and their treatment’s effectiveness. In this project, participants created a web or mobile app to help patients track and record their activities and identify abnormal patterns.
  • Data vault: Storing data from research experiments is one of the hardest challenges for patients. Data is typically stored in hard drives or cloud drives without proper labeling and tracking. In this project, participants created a data vault to help patient-led organizations securely store files,  connect them to research projects, and share with individuals in need.
  • Materials API: Biomedical research involves physical materials such as reagents, animals, cells, chemicals, etc. When patients begin research to find a treatment, they struggle to find suitable materials to get started. In this project, participants created an API or web app to store, retrieve, and order such materials. 

Throughout, participants applied their tech skills to build innovative software solutions. OpenTreatments Foundation’s CEO Sanath Kumar Ramesh carefully evaluated the projects to identify the winners. 

Hack The Rare WinnersThe first prize went to a team led by Favour Ori. Favour and his fellow engineers Fawas Kareem and Oluwatunmise Adenuga worked on building a patient registry project. Badis Marabet won second prize for his solo registry project.

If you are a passionate software developer hoping to make an impact, you can apply to become a Turing remote developer and shape the boundaryless ecosystem. You can also make your mark on rare disease treatments by contributing to the development of the OpenTreatments software platform. Check out their source code on Github.

By May 12, 2021
Tuirng Distinguished Speaker Series Henrik Hussfelt
Turing Videos

Becoming an Effective Engineering Leader: Proxy’s Henrik Hussfelt Chats with Turing CEO Jonathan Siddharth for the Turing Distinguished Speaker Series

The latest episode of Turing Distinguished Speaker Series sees Turing CEO Jonathan Siddharth discuss remote work with Henrik Hussfelt, Director of Eng. at Proxy.

Turing’s Distinguished Speaker Series brings together engineering managers and remote work experts to discuss effective engineering leadership strategies and the secrets behind managing talented, distributed teams. In the latest episode, Jonathan Siddharth, Turing CEO and Co-Founder, hosts an insightful chat with Henrik Hussfelt, Director of Engineering at Proxy. Proxy is a fast-growing startup that provides digital identities for the physical world and was named to Forbes’ list of the Next Billion-Dollar Companies.  

Jonathan and Henrik’s conversation focused on the qualities of excellent engineering team culture, including regular personal interactions, transparency, pairing team members with complementary personality traits, and much more.   

Here are three key takeaways from the conversation:

Hiring for personality fit is a crucial strategy

When recruiting candidates for his distributed engineering team, Henrik explained: “I almost always recruit on personality. It has to be a personality match with the team members that I already have.” According to Henrik, finding the perfect addition to your team isn’t about looking for a candidate’s specific traits. It’s about assessing whether these personality traits will gel with the rest of the team. 

“To create a successful team, you need different types of personalities within your team to work together collaboratively,” Henrik said. 

Jonathan likened recruiting the right engineers to solving a puzzle. Making the right hire is no different than finding the right piece to complete your puzzle, Jonathan said. 

Transparency is the key to success

A vital element of a great engineering culture, according to Henrik, is transparency. Henrik emphasized that it’s vital to be transparent about company documentation, team responsibilities, and dependencies. Transparency can help not only when onboarding new team members but also in ensuring a healthy exchange of information between existing teams. Henrik offered GitLab as an example of an organization with a very transparent and open onboarding process. (See Turing’s blog on GitLab’s secrets of running high-performance remote teams).

Henrik advised team leaders to encourage openness. “You want to set up a culture where it’s okay to ask any question.” 

Transparency is a two-way street, Henrik explained,  both managers and employees must commit to it. Team leaders should clearly outline the goals and objectives behind the team’s tasks, while employees should be encouraged to express their thoughts on said tasks, Henrik added. 

Personal interactions are all the more essential for remote teams

A key difference between remote and non-remote work, Henrik said, is how team members interact. “Personal interactions are crucial in a distributed environment, more so than in a physical one,” he noted. In physical office environments, you can have regular face-to-face communication with team members, Henrik explained. Whereas, in remote environments, you have to pointedly seek out opportunities to have virtual face-time with your employees, he added. 

Henrik said it can be difficult for team members to pick up on subtle signals in distributed environments. He stressed the importance of organically engaging with team members, citing one-on-one meetings as an effective way of doing so. Such interactions can help team leaders pinpoint an employee’s needs, requirements, and bottlenecks, he added.  

Additional Insights

Jonathan and Henrik’s conversation also shed light on management strategies for leading distributed teams for the very first time, juggling time zones, helping employees build meaningful interpersonal relationships, onboarding new employees, and more. 

To see the full conversation, check out Turing’s YouTube channel. Let us know your thoughts about the conversation in the comment section. You can also suggest speakers you’d like to see on future episodes of the Turing Distinguished Speaker Series. 


By May 11, 2021
Turing Events

How Should Engineering Leaders Scale Teams in a Post-Pandemic World? Experts from Google, Facebook, Uber, Postmates Explain

Hear from Silicon Valley engineering managers and remote work experts at Turing’s Boundaryless: #ScalingPostPandemic Conference, on May 13th from 11 a.m. to 2 p.m. PT. 

Register today to hear from Silicon Valley engineering managers and remote work experts at Turing’s Boundaryless: #ScalingPostPandemic Conference, on May 13th from 11 a.m. to 2 p.m. PT. 

The pandemic drove a rapid — and in many cases unplanned — shift to remote work across Silicon Valley and the US. Now as we move into the post-pandemic world, engineering leaders at fast-scaling startups and global enterprises are asking themself how the new “normal” will yet again change the way they source, vet, hire and manage software development teams. 

Boundaryless: #ScalingPostPandemic, Turing’s next event in a series of quarterly virtual conferences, is designed to provide insights and answers that will help engineering managers lead their teams into the post-pandemic future. Attendees will hear from Silicon Valley senior engineering leaders and remote work experts from companies like Google, Facebook, Uber, Postmates, among many others.

Agenda Highlights

  • Prepping for the New Normal: A detailed discussion with engineering leaders on how to prepare for the new normal, from all-remote to hybrid teams. 
  • How to Scale Up in a Post Pandemic World: An insightful chat among CEOs and founders of fast-scaling startups on how the pandemic has changed the conventional approach to scaling and managing software teams and what new strategies they are employing to drive continued success. 
  • Post-Pandemic Management of Enterprise Software Dev Teams: A conversation with senior leaders of enterprise-scale engineering teams on the best strategies for leading such teams in the post-pandemic new “normal.” 
  • Leading High-Performance Remote-First Teams: A fireside chat between experts on building meaningful connections in our virtual world. 
  • Evolution to the Intelligent Talent Cloud: A deep dive into how the Intelligent Talent Cloud will change the way companies find, vet, hire, and manage engineers. 
  • Hiring Pain Points and How to Fix Them: A sneak peek into how Turing’s boundaryless software can solve common hiring challenges. 

Key Speakers

Kintan Brahmbhatt GM Podcasts (Director) at AmazonKintan Brahmbhatt, GM, Amazon,    where he leads global product teams  responsible for the Amazon Music experience

Heather McKelvey VP of Engineering at LinkedInHeather McKelvey, Vice President of Engineering at LinkedIn, and former engineering leader at MyVest, Basho, and Netscape/AOL

Hetal Shah ex-VP of Product & Operations at PostmatesHetal Shah, ex-VP of Product & Operations at Postmates, which Uber recently acquired in a $2.65B deal

Gabe Burke, Managing Director at Cushman & WakefieldGabe Burke, Managing Director at Cushman & Wakefield, one of the largest real estate services firms in the world

Aabhas Sharma, Director of Engineering at Uber

Aabhas Sharma, Director of Engineering at Uber by way of its Postmates acquisition and former Tech Lead/Manager at Sosh

Eric Nguyen, VP of Engineering at GetaroundEric Nguyen, Head of Engineering at Getaround, a car-sharing platform with 5 million users and a presence in 300 cities and 7 countries

Nellie Hayat, Head of Workplace Transformation at VergeSense a Y-Combinator backed workplace analytics platformNellie Hayat, Head of Workplace Transformation at VergeSense, a Y-Combinator backed workplace analytics platform

Sumir Chadha, Co-founder & Managing Director at WestBridge Capital PartnersSumir Chadha, Co-founder & Managing Director at WestBridge Capital Partners, a $3.3B fund previously known as Sequoia Capital India

Aditya Modi, Senior Engineering Manager at LinkedInAditya Modi, Sr. Engineering Manager at LinkedIn, where he leads two teams in creating product architecture to serve 700M+ LinkedIn members

Palash Soni, Co-Founder at GoldcastPalash Soni, Co-Founder at Goldcast, which counts Underscore, Afore, and AngelList’s Access Fund among its backers

Tray Lewin, Co-Founder, CTO at AIKONTray Lewin, Co-Founder, CTO at AIKON, and former CTO at Abaka Inc, Connect, and Stream Productivity

Greg Moulton, SVP at Pocket BuildingsGreg Moulton, Senior Vice President at Pocket Buildings and former Director at HELIX RE. Inc

Mark Derbecker, VP of Engineering at SeeqMark Derbecker, Vice President of Engineering at Seeq, an analytics  platform that has raised a total of $115.2M in funding

Christopher Bunting, Engineering Manager at Abstract

Christopher Bunting, Former Engineering Manager, Abstract, a design intelligence platform with customers like Cisco, Microsoft, and Zendesk 

Jonathan Siddharth Turing CEO

Jonathan Siddharth, CEO & Founder at Turing.com 


Akshay Thakor, SVP of Operations at TuringAkshay Thakor, SVP of Operations at Turing and former VP Ops at Postmates 


To learn how these engineering leaders and remote work experts are adapting their management styles to the new normal, register today.

The future is Boundaryless! What about you?

Boundaryless: #ScalingPostPandemic is sponsored by Turing.com. With Turing, hiring and managing exceptionally talented, pre-vetted remote software developers is automated, speedy, and affordable. Companies have access to a global talent pool of around 400,000 Turing developers across 130+ countries. 200+ companies, including those backed by Google Ventures, Andreessen, Founders Fund, Kleiner, and Bloomberg, have hired Turing remote software engineers. 

By May 4, 2021
zinnov confluence 2021
Turing News

Turing CEO, Jonathan Siddharth, Discusses Employee Experience in the Hybrid Workplace at Zinnov Confluence 2021

Jonathan joined expert panelists to discuss the rise of remote work, strategies and challenges of hiring remote workers, and the need for organizational transparency.

Jonathan joined expert panelists to discuss the rise of remote work, strategies and challenges of hiring remote workers, and the need for organizational transparency.

Jonathan Siddharth, CEO, and co-founder of Turing, joined a panel of executive leaders for Zinnov Confluence, Nurturing Phoenixes: Reimagining Employee Experience in the Hybrid Workplace on March 25th, 2021. The entirely virtual edition of Confluence 2021 – US Chapter highlighted how leaders should adapt to disruptions shaped by technology and talent in the post-pandemic new normal.

Delving into the intricacies of employee engagement and mental well-being, sustaining a positive mindset, and providing timely assistance, the session showcased how organizations rose above the challenges posed by the pandemic and embraced remote and hybrid work environments.

Along with Jonathan,  panelists included Vijay Shah, CEO, and President of V2Solutions; Richa Gupta, Chief People Officer at Castlight Health; Vibha Misra, Vice President and Head of HR  for SAP Silicon Valley; and Vamsee Tirukkala, Chief Commercial Officer and Co-founder of Draup (Session Chair). 

zinnov confluence 2021

Here are some of the key takeaways from the panel:

The Future of Work is Remote

“The big shift,” Jonathan says, “is going forward, all work will be remote work and all teams will be distributed — even globally distributed — teams. In the new normal, a tremendous amount of work is going to be remote or remote-hybrid.” Jonathan continued, “In the future, the three things that people will have to keep in mind are:

  1. Mastering  asynchronous communication 
  2. Enforcing consistency in how teams communicate
  3. Having a great culture

“These are three things to double down on in this new normal,” Jonathan added.  

Trends in Employee Management and Engagement

Vibha shared that SAP’s priorities as an organization were employee safety and well-being. Addressing the challenges that her team faced while going remote, she recounted: “One of the challenges for us was community building. With community building, we started going virtual and encouraged people to come together and form teams (to perform various activities together).” 

Talking about the unique trends he had observed in terms of employee engagement, Vijay outlined: “(The past year) has been an opportunity for new players to shine in a new light. Discoveries that we would’ve never made have been expedited. Passive individuals have become remarkable leaders.” He further elaborated that as an organization, his company gave precedence to staying calm and not adding to anxiety people were already feeling. 

The Need for Organizational Transparency 

Vijay stated that the FSAT score i.e. the Family Satisfaction score helped V2Solutions in gauging the overall productivity of the team and measuring their anxiety levels. “We ran a survey where the employees didn’t have a say but the family members had a say on how the employees were doing,” he explained. 

Adding to the discourse on maintaining organizational transparency, Jonathan said: “When you’re operating as a remote distributed team, the most important thing is asynchronous communication. At Turing, we have a very detailed onboarding process where we ensure that the person understands the organizational context, the different teams that work together along with the metrics they care about, and the company’s priorities quarter by quarter. We write all of this down and share it with people because we don’t want people to be stuck in Slack silos, where they don’t know what’s happening in other channels.”

Jonathan also accentuated the importance of setting up frequent checkpoints and periodic follow-throughs to maintain transparency, where possible. “I encourage my teams to have in-person meetings where it’s safe to do so. Remote work does not mean you never meet and are always in Zoom. Some of our teams occasionally have socially distanced meetings, if they’re comfortable doing so,” he elaborated. 

Trust and Wise Compassion 

Further, into the session, the speakers shared views on the best practices that companies should adopt when working remotely. “Communication is key for any successful change management. It’s important to communicate truthfully with the employees and set the right expectations,” observed Vibha. She also underscored the importance of defining organizational behaviors, conducting employee trust surveys, and giving back to society to nurture organizational culture. 

Adding to this theme, Richa noted: “The one concept that I have learned and taught my managers (at Castlight Health) is the concept of wise compassion. The economy went through some complex changes and we don’t have a day to skip a beat. We have to keep the work going, and we have to keep the people going. Getting tough things done in a humane way is wise compassion.” She stated that connecting people digitally on common causes was imperative for ensuring healthy communication between teams and individuals. 

Hiring remote – Strategies and Challenges  

The panelists also discussed principal factors to keep in mind while hiring remote talent. Drawing attention to employers’ proclivity to hire the best in the world, Jonathan shared: “If you’re hiring in a remote-first world it is important to look into countries that have high-quality talent but not enough local opportunity. There is great talent all over the world, you just need to have a data-driven process that can evaluate a really large top of the funnel.” 

On the challenges of remote hiring, he stated: “If you’re hiring a great engineer from Sao Paulo, Brazil, you may not see Stanford or Berkeley on their resume. You won’t see Google or Facebook in their work experience. But these may still be great people. Since you cannot filter by resume or LinkedIn profile, you have to assess through light-weight technical tests for screening, which creates a level playing field.” 

Jonathan also spoke about the significance of conducting asynchronous tests while evaluating remote candidates. “We find testing to be very fair in terms of elimination of bias. We don’t care what the people look like or sound like, we just care whether they can do the job,” he asserted. 

The session left the audience with notable insight on evolving employee experience amidst the pandemic and concluded with an optimistic outlook for a remote-friendly future. 

Watch the entire session here

By Apr 22, 2021
Turing Events

Turing Leaders Explain How They Built the World’s Most-Advanced Vetting and Matching System

Turing’s Vijay Krishnan, Zan Doan, Chul Kwon, and Alex Sung explain the science behind the world’s most-advanced vetting and matching system .

The fourth and final session of the Turing Boundaryless: #BuildFromAnywhere conference saw an all-Turing exec team explaining how they built the world’s most-advanced vetting and matching system to match developers from across the globe with top Silicon Valley opportunities.

The speakers for this session included Turing.com co-founder and CTO Vijay Krishnan, VP of engineering Zan Doan, senior growth product manager Chul Kwon, and senior product manager Alex Sung.

Describing the reason behind the consistent increase in the number of customers demanding Turing developers, Vijay said: “The reasons are threefold—intelligent vetting, speed of hiring, and scalable quality control.”

The panelists also shed light on several other innovative Turing products generating significant value for both companies and developers.

Zan told the audience how Turing uses the lessons from Facebook, Google, Uber, and other top engineering organizations to produce an intelligent vetting engine. 

He said: “At Turing, we cover all important vetting areas that help us to vet great engineers.” 

“We created more than 100 automated assessments that not only cover the vetting standards followed in the Bay Area but also assess other critical aspects of an engineer,” Zan added.

Zan also explained how Turing’s intelligent management system addresses the three main concerns relating to remote work—communication, performance, and management.

He said: “For communication, we have daily standups, bi-weekly 1-on-1s and time zone overlap; for performance and productivity tracker, we have performance reviews, Turing virtual machines; and for ease of management, we have payments, contracts, and billing security.”

During his demo, Chul helped the audience understand how Turing’s automated seniority assessment test, algorithm coding interview, and automated vetting flows help companies hire top engineers in days rather than weeks. 

“By leveraging data science, we have reduced vetting time to just six hours. Radically reduced vetting time means you can have the world’s best engineers, not in sixty days but less than a week. The purpose of Turing is to help you get your dream engineers on-demand,” Chul said.

Next, Alex decoded Turing’s deep developer profile with a crisp and clear presentation. “Turing developer profiles are detailed, comprehensive, continuously updating, representations of our developers. They only show validated skills, and on-the-job performance data enrich them,” he said.

Alex also spoke about the Turing Workspace and the Turing Virtual Machine’s importance in managing remote talent efficiently and keeping firms’ code safe, respectively.

In the end, Vijay explained the data science and machine learning efforts at Turing and how they helped the company in building deep developer profiles, powering its vetting process, and sourcing from a wider developer pool.

The session helped the audience understand Turing’s ‘deep jobs’ platform better and how it helps companies find the best remote developers across skills with the push of a button.

The guest list for the Turing Boundaryless: #BuildFromAnywhere conference included Darren Murph, Head of Remote, GitLab; Pravin Desale, SVP of SDS and Appliances, Veritas; Suneela Joshi, Sr. Director of Engineering, Abbott Laboratories; Chris Herd, CEO, Firstbase; Anna Chukaeva, Co-Founder / COO, Carta Healthcare; Job van der Voort, CEO, Remote.com; Henrik Hussfelt, Director of Engineering, Proxy; Andy O’Dower, Veteran Product Engineering Leader, Former Head of Product, Carlease.com and Alex Bouaziz, CEO, Deel among others.

All the sessions of the event are now streaming on YouTube. Head over to Turing’s YouTube channel and let us know what you liked the most about each session in the comment section.


By Mar 16, 2021
Turing Events

How to Create a Seamless Remote Work Culture? Alex Bouaziz, Chris Herd, and Job van der Voort Speak at Turing Boundaryless: #BuildFromAnywhere Event

Firstbase’s Chris Herd, Remote.com’s Job van der Voort, and Deel’s Alex Bouaziz join Jonathan Siddharth to discuss remote work at Turing Boundaryless event

An all-CEO panel joined Turing.com co-founder and CEO Jonathan Siddharth on 18 Feb 2021 for the third session of the Turing Boundaryless: #BuildFromAnywhere conference to talk about the unique challenges and opportunities that a remote workforce brings for organizations.

Chris Herd, CEO, Firstbase; Job van der Voort, CEO, Remote.com and Alex Bouaziz, CEO, Deel, were at their absolute best as they shared their ideas on how to create seamless remote work culture.

Chris kick-started the conversation by sharing his view on how remote work can benefit a company’s culture and its employees. “What many companies are doing right now is replicating the office environment remotely, and that’s causing them to miss many of the benefits,” Chris said.

He urged organizations to look at remote work as a ‘new thing’ and take advantage of the things that are different about distributed teams.

Describing how he sees remote work, Job said: “Remote work allows you to live your life, and work is just a facet of that. I can live wherever I want. I can earn money wherever I want.”

Talking about how remote-first companies could help their employees forge strong interpersonal relationships, both Alex and Job agreed that organizations should try to understand people’s hobbies and express themselves via virtual games, hangouts, etc.

Responding to Jonathan’s question on what CEOs building boundaryless companies can achieve with a remote workforce, Chris said: “Rather than hiring the best person in a 30-mile radius of an office, you can hire the best person anywhere that you can afford for every single role. So there’s this massive talent arbitrage that companies can now fish in a global talent pool, which is incredibly important.”

“The second part is efficiency,” Chris added.  “Not only are our employees more productive and efficient as they’re not distracted in the same way that they are in an open plan environment, but we’re also far more cost-efficient because we’re not spending $15,000 to $50,000 per worker per year on office space,” he added.

Answering the same question, Alex said: “Many companies don’t understand that being distributed means establishing trust. It means that you will not be able to check if all your teammates have their greenlight on Slack every day. That’s just not going to work.” 

“From a trust angle, as long as you understand the mechanism that is right for your team, then you’re setting up the right culture,” Alex added.

Along with the above issues, the panelists also shed light on a host of other problems like hybrid work, disadvantages of being globally distributed, setting up a good home office, time zone management, communication tools, processes, workflows, etc.

There was one more thing apart from the quality of the discussion that grabbed the public’s attention during the session — Job’s webcam and workspace set-up. 

And to the delight of the live audience, Job shared the list of equipment he uses, including his Sony webcam. He also took the opportunity to highlight the importance of ergonomic chairs and desks and how companies should consider providing a budget to employees for it. He also advocated for having a monitor and not just the laptop while working.

“These are simple things that don’t have to be expensive. They make a huge difference in long-term health,” Job said.

The session gave the audience an excellent opportunity to listen to three of the best remote work experts and understand how they handle highly-productive distributed teams.

Apart from these three, a long list of Silicon Valley engineering leaders shared their ideas at the Turing Boundaryless: #BuildFromAnywhere event. The speaker list included some of the best thought leaders like Darren Murph, Head of Remote, GitLab; Pravin Desale, SVP of SDS and Appliances, Veritas; Suneela Joshi, Sr Director of Engineering, Abbott Laboratories; Anna Chukaeva, Co-Founder / COO, Carta Healthcare; Henrik Hussfelt, Director of Engineering, Proxy; Andy O’Dower, Veteran Product Engineering Leader, Former Head of Product, Carlease.com, among others.

You can watch all the Turing Boundaryless sessions: #BuildFromAnywhere conference on our YouTube channel here and let us know in the comment section which speaker gave you the best insight about remote work.

By Mar 15, 2021