Remote Engineering Management: Managing an Engineering Team in a Remote-First World

Chapter 1: ​Defining "remote"To set a base of understanding across all readers, we'll start by explaining what hybrid and remote setups are, how they differ, and the different variations of both environments.- Hybrid- Remote
Chapter 2: HiringWe're starting off with hiring because that's the first part of the new employee lifecycle (engaging with thecompany before they work there). This is something that's tricky to get right no matter what the environment, but there are a lot of nuances specific to remote work that are incredibly important to know about in order tobe successful with it.- The screening call- The panel interview- What to do when technology fails- A new set of biases
Chapter 3: OnboardingThis is the next step in the employee lifecycle, so a logical follow-up to hiring in the previous chapter.Onboarding is something I care deeply about, and I talk about all of the thought and care required to make it agood experience for new hires.- Preparing before the first week- The first week- Going forward
Chapter 4: MeetingsWe go over how to run great meetings in a remote setting, and specifically go over certain types of meetingswhere the techniques can be carried over to any other type of meeting. These are the most expensive toolsavailable for managers to communicate, so they're very important to get right.- How to run a virtual meeting- Running retrospectives- Team building- One-on-ones- The "stand-up"
Chapter 5: DeploysDeploying code is one of those highly process-oriented tasks that all engineers run through often, but littlethought is put into anything other than the technical aspect of it. This chapter covers the human emotionsinvolved in deploys, and how to manage them to make sure each deploy goes smoothly.- Making sure everyone is on the same page- Managing the emotional chaos of deploys
Chapter 6: Communication strategiesOne of the most questioned part of remote work, is how will you stay in touch with your team and knowwhat's going on? It must be impossible without sitting next to them! That's not the case, and this chapterexplains how to go about communication as a team to make sure everyone's always on the same page.- Staying updated- Types of calls- Video on or off?- The benefits of voice-only- Embracing async
Chapter 7: Feedback & promotionsAt least once a year, giving thoughtful feedback and putting people up for promotions is a manager's full-timejob. If you aren't paying attention throughout the year, this can be really tough. This covers the strategies toemploy to make sure that you're giving great (and relevant) feedback, and not falling victim to certain biaseswhich result in some people not getting the promotions they deserve.- Giving feedback that matters- Ensuring that promotions are fair
Chapter 8: Diversity & inclusionIt's so important to make sure that everyone feels comfortable on the team and that their work is valued.Remote work introduces a lot of new ways of putting people at a disadvantage (for example, lower internetquality from poor infrastructure making it more difficult to join meetings from home) and it's critical thatmanagers are aware of these things to make work more accessible to all.- Biases introduced b

第一章：定義「遠程」
為了讓所有讀者有一個共同的理解基礎，我們將從解釋混合和遠程工作環境的定義開始，並介紹這兩種環境的不同變體。
- 混合工作
- 遠程工作

第二章：招聘
我們從招聘開始，因為這是新員工生命周期的第一部分（在他們加入公司之前與公司接觸）。無論在任何環境下，這都是一個棘手的問題，但遠程工作有很多特定的細微差別，非常重要，需要了解這些差別才能成功。
- 選擇性面試
- 專家小組面試
- 技術故障時應該怎麼辦
- 新的偏見

第三章：入職
這是員工生命周期的下一步，是對上一章招聘的合理跟進。我非常關心入職，並談論了所有需要思考和關心的事情，以確保新員工有一個良好的入職體驗。
- 在第一週之前的準備
- 第一週
- 未來發展

第四章：會議
我們將介紹如何在遠程環境中進行有效的會議，並特別介紹某些類型的會議，其中的技巧可以應用於任何其他類型的會議。這些是管理者進行溝通的最昂貴工具，因此非常重要，需要正確使用。
- 如何進行虛擬會議
- 進行回顧
- 團隊建設
- 一對一會議
- 「站立會議」

第五章：部署
部署代碼是一項高度流程導向的任務，所有工程師都經常進行，但除了技術方面之外，很少有人考慮其他方面。本章介紹了部署涉及的人類情感，以及如何管理這些情感，以確保每次部署順利進行。
- 確保每個人都在同一頁面上
- 管理部署中的情感混亂

第六章：溝通策略
遠程工作最常問的問題之一是，你如何與團隊保持聯繫並了解最新情況？如果不能坐在他們旁邊，這似乎是不可能的！事實並非如此，本章解釋了如何作為團隊進行溝通，以確保每個人始終保持在同一頁面上。
- 保持更新
- 不同類型的通話
- 開啟或關閉視訊？
- 語音通話的好處
- 採用非同步溝通

第七章：反饋與晉升
每年至少一次，給予深思熟慮的反饋並提升人員是管理者的全職工作。如果你在一年中沒有注意，這可能非常困難。本章介紹了一些策略，以確保您提供了出色（且相關）的反饋，並避免某些偏見，這些偏見導致某些人未獲得他們應得的晉升。
- 提供有意義的反饋
- 確保晉升公平

第八章：多樣性與包容性
確保每個人在團隊中感到舒適並且他們的工作受到重視非常重要。遠程工作引入了許多新的方式，使某些人處於不利地位（例如，由於基礎設施不良而導致的網絡質量較低，使在家參加會議更加困難），管理者必須意識到這些問題，以使工作對所有人更具可達性。
- 引入的偏見