对掌握远程Workf技巧和秘密orceMaintaining an all-remote workforce is no longer a fringe notion. But you have to do it thoughtfully.

Robert Glazer didn't set out to build a 100 percentremote workforce. But in 2007, while forming his company,Acceleration Partners, he realized two things: One, fiercecompetitionin hubs like New York and San Francisco had driven the salaries of even less-desirable candidates through the roof; and two, there was untapped talent in Acceleration's niche field ofaffiliate marketingacross the country.

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So Glazer began figuring out how to run a company flexible enough to hire workers who could work remotely. Back then, this was a rarity. Telecommuting was a concession you might make to individual workers, not a corporate strategy. There were few established protocols for making it work as well as, if not better than, a centralized workplace. So Glazer had to figure them out as he went along.