My experience is that EOR companies do very poor job, they say they have experts in companies such as Serbia or Romania and they have none. Many times wrong amounts were paid or not paid on time even when it was against the law in the country. I am talking here about well known companies. Have not tried Lana though. 2. Biggest challenge with remote work is building culture and trainings. Leadership trainings should address managing remote teams however there is not much material on it as it is a new phenomenon that everyone works remotely. 3. Is motivation. How do you ensure employees are motivated and engaged. In office environment you do see people faces you can read when something is not right. You also hear how they communicate. It is important in my opinion to have a very well organised documentation and use platforms for storing it so employees can find relevant info, have people leading cultural initiatives and empower them to do so.
@@SanjaWilliams I don’t think I have ever worked in organisation who didn’t already had a strategy, this changed depending on needs. I only worked in very dynamic companies, hypergrowths, mergers, startups etc. so agility was favoured. Projects of course were checked for what works. Unless you are talking about something else, could you share what you have in mind as it’s hard for me to visualise it.
@@olivka7560 I see. As I don't know your full work experience and roles to date, as an HRBP you may be required to pull together people plans and people strategies subject to the level you operate as a BP. This plan would have a clear plan and focus for at least 12 months, with actions agreed, action owners and governance in place to monitor progress and make changes where required.
