How have you successfully connected remote employees to your company culture? What is one strategy that proved particularly effective and why do you think it worked so well?

Question

Connecting remote employees to company culture is a critical challenge in today's workplace. This article presents expert-backed strategies to foster meaningful connections and engagement among distributed teams. From innovative virtual activities to structured communication practices, these approaches aim to strengthen company culture across geographical boundaries.

Natalie Lewis · Answer

In my experience, the biggest mistake leaders make with remote employees is thinking culture can be "explained" in a handbook or plastered onto a Zoom background. Culture is lived, not laminated!
One of the most effective things I've done with clients is to get really intentional about connection rituals. Not those "virtual coffee mornings" that everyone secretly dreads, but practical, meaningful habits that reinforce what the company actually values.
For example, I worked with a remote-first tech business where the culture had started to drift. People felt disconnected, engagement was flatlined, and managers were firefighting. Instead of another round of motivational posters, we introduced a simple ritual: every team meeting had a five-minute "win + wobble" check-in. Each person shared one thing going well and one thing they were struggling with.
It sounds ridiculously simple, but here's why it worked:
- It created honesty without turning meetings into therapy sessions- It gave managers live insight into where support was needed- It reinforced that the company valued both achievement and learning
And most importantly, it built trust!
Culture is about what you consistently do, not what you say you value. By repeating that ritual week after week, employees felt genuinely seen and connected, even if they were hundreds of miles apart.
I think it worked so well because it cut through the corporate fluff. People don't want forced "fun" or token gestures. They want to feel part of something real, where their voice matters and their challenges aren't brushed under the carpet. In my opinion, if you want remote employees to buy into your culture, you've got to create simple, repeatable moments that prove your values in action.

Raj Baruah · Answer

We started hosting regular voice AI troubleshooting sessions where our remote team members work together in real-time to solve client integration challenges. These sessions ended up being our strongest culture-building activity, even though they were originally just meant to be practical problem-solving meetings. Every Friday, we'd hop on a video call with whoever was available and tackle the trickiest voice AI implementation issues that came up during the week. This could involve getting Retell AI to properly sync with a client's CRM or debugging why appointment confirmation calls weren't triggering correctly.
What made these sessions special was that they naturally created a collaborative atmosphere where everyone contributed their expertise and learned from each other, regardless of their role or experience level. Our newest team member might discover a webhook configuration issue that our most senior developer missed, or someone would share a creative solution for handling edge cases in voice AI conversations. These weren't formal training sessions or forced team-building activities, but genuine collaborative work that made everyone feel valued and connected to our shared mission of solving complex integration challenges.
This approach worked so well because it combined authentic work with natural relationship building, giving remote team members a reason to interact regularly beyond just status updates or meetings. The conversations often extended beyond the technical problems into broader discussions about client needs, industry trends, and creative approaches to voice AI implementation. People started looking forward to these sessions and would volunteer to stay late or join early to help solve particularly interesting challenges. This created the kind of organic team culture that's usually hard to achieve with remote workers scattered across different time zones.

Trevor Rappleye · Answer

One of the biggest challenges with remote work is keeping people connected to company culture. Zoom meetings handle the tasks, but they rarely create trust, laughter, or the sense of belonging people need.
One strategy that has worked well for us is hosting virtual game hours. We play "Two Truths and a Lie." It sounds simple, but it gets people laughing, opens them up, and gives team members the chance to share stories you would never hear in a normal meeting. Those little details make people relatable and human.
We pair these game hours with in-person meetups two to three times a year with our U.S. team. By the time we meet face to face, it feels like reconnecting with friends instead of colleagues. The online fun sets the stage, and the in-person time deepens the bond.
The numbers show why this works:
79 percent of employees say team-building strengthens relationships.
Teams that do regular team-building see a 14 percent boost in productivity and a 23 percent increase in profitability.
Companies with strong collaboration see a 25 percent increase in productivity, and team-building can cut turnover in half.
This strategy works because it combines ongoing virtual touchpoints with occasional in-person gatherings. Remote employees do not feel like names on a screen. They feel like part of a real team.
If you want to strengthen your remote culture, start small. Try a 30-minute game hour once a month and add one or two in-person meetups a year. It is simple, effective, and keeps people connected.

Darcy Cudmore · Answer

Most of our remote team members are content freelancers. Technically, they could just receive a brief, submit their draft, and that would be the end of it. However, if that's all they ever experience, the work feels transactional. From experience, as I was once in their position, this isn't the kind of setup I'd consider ideal for helping them buy into the culture. In fact, it does the opposite. It kills it.
What I do to help our freelancers buy into the company culture is nothing complex. I simply block time, set up a call, and share with them the actual results their content achieved, like a real business partner does.
This approach reinforces the idea that their contribution has real-world weight beyond just words on a page.
From one call to the next, I found our conversations became friendlier, and they opened up more, as if they were really part of the team and not outsiders. The funny thing is, I never framed it as culture-building. Yet without forcing team gatherings or mandatory meetings, they naturally bought into our culture because they saw their work mattered and created visible outcomes.
That's why this simple practice works. It turns what could be just another freelance gig into a real long-term partnership. Once people see tangible results from their efforts, motivation follows, and so does a stronger sense of belonging.

Charles Berry · Answer

We've found that implementing short, structured weekly huddles has been remarkably effective in connecting our remote employees to our company culture. During these sessions, each team member shares one personal win and one work-related update, which creates meaningful connections beyond just work tasks. This approach has proven successful because it balances efficiency with genuine human connection, giving everyone a voice regardless of their location. The consistency of these meetings helps maintain alignment across different time zones while fostering a culture where people feel seen and valued as whole individuals.

Justin Belmont · Answer

One strategy that worked wonders was creating a rotating "culture host" role for team meetings. Each week, a different person kicked things off with a short story, a quirky icebreaker, or even a quick show-and-tell. It wasn't management-led, which made it feel authentic rather than forced. People started looking forward to their turn, and it gave quieter team members a low-stakes way to share a bit of their personality. This ritual helped us build inside jokes, surface hidden talents, and create a sense of belonging across time zones. It worked because culture isn't delivered top-down—it's co-created when everyone gets a chance to leave their mark on it.

Andre Oentoro · Answer

Since the pandemic, we've shifted into a hybrid setup. Our creative team still works from the office because of the animation equipment, while non-creative teams have the flexibility to work from home or come in as needed.
One strategy that's been particularly effective in connecting everyone to our culture is hosting monthly "show-and-share" sessions. In these, each team (both remote and in-office) presents something they've been working on, even if it's still in progress. It has bridged the distance by reminding everyone that they're building the same story together, no matter where they log in from.
It's less about polished results and more about celebrating effort, sharing challenges, and giving the whole team visibility into each other's contributions. This worked well because it reinforced our culture of collaboration and transparency, while also making remote employees feel just as much a part of the creative journey as those sitting in the studio.

Justin Carpenter · Answer

When transitioning to a hybrid work model, we implemented a combination of WhatsApp groups and weekly video calls that allowed our cleaning staff to stay connected between jobs. This virtual communication strategy created regular touchpoints for team members to share updates, ask questions, and maintain relationships despite their distributed work locations. We found this approach particularly effective because it provided flexibility for staff to check in on their own schedule while still fostering a sense of belonging to the larger team. The results were measurable through increased job satisfaction and reduced turnover, while we maintained the human connection through monthly in-person training and team-building activities.

Joaquin Calvo · Answer

Every Friday, a different team member hosts a short virtual session to share something fun from their culture—a dance, recipe, or tradition. These "Cultural Exchange Fridays" have become a hit. They're relaxed, personal, and celebrate who we are. This approach has worked better than any virtual happy hour because it has created genuine connection and reminded us why cultural exchange is at the heart of what we do.

Jeremy Golan SHRM-CP, CPHR, Bachelor of Management · Answer

We successfully connected our remote teams to our company culture by implementing cross-site activities that brought everyone together virtually. One particularly effective strategy was transforming our annual holiday celebration into an interactive trivia event that included all 13 of our locations, with direct participation from our CEO and senior leadership team. This approach worked well because it created shared experiences across geographic boundaries while demonstrating that leadership valued connection with all team members regardless of location. The visible enthusiasm from our CEO during these events significantly strengthened our unified company culture and helped remote employees feel like essential parts of our organization.

Blaz Korosec · Answer

One of the challenges with remote work is ensuring that people still feel connected to the company. In our healthcare business, we are very serious about building community beyond daily tasks. One of our effective strategies is hosting regular "culture calls" where team members can share personal wins, lessons learned, or even their concerns and issues. These individual calls with them are not about project updates but about themselves. We want them to feel connected, even when working remotely.
This worked for us because it created personal space for connection rather than just a formal meeting. I believe that when people get to know each other, collaboration and trust come naturally. It also creates a bond in the company that strengthens the culture. Giving our employees a voice and a chance to speak for themselves strengthens engagement and deepens our commitment to our mission.

Joseph Cavaleri · Answer

As someone who has built multiple companies under the Direct Express umbrella over 20+ years, I've learned that remote culture connection happens through cross-functional collaboration, not just team meetings.
My most effective strategy was creating "deal completion circles" where our remote mortgage officers, property managers, and construction teams all participate in post-transaction reviews. When our remote loan officer in Tampa closed a difficult refinance, our property management team shared how that same strategy helped retain three rental clients, and our construction crew explained how the financing approach could work for renovation projects.
This worked because it showed everyone how their expertise impacts other divisions. Our remote mortgage specialist became 40% more engaged after realizing her underwriting knowledge helped our property management team qualify better tenants. Instead of working in silos, remote employees started seeing themselves as part of our integrated real estate ecosystem.
The key insight: remote employees connect to culture when they understand how their role strengthens the entire business model, not just their department. When people see their mortgage expertise helping construction projects or their property management skills improving sales transactions, they become culture drivers rather than culture recipients.

Volen Vulkov · Answer

When we discovered our remote staff was feeling isolated from our company culture, we implemented regular cross-departmental projects that required collaboration across teams. This strategy proved particularly effective because it created natural opportunities for employees to work with colleagues they wouldn't typically interact with, fostering relationships beyond immediate teams. The cross-functional collaboration not only strengthened our culture but also improved business outcomes as we tracked a significant increase in employee satisfaction over a six-month period. The key to its success was that it addressed the isolation problem while simultaneously advancing our business objectives, making it sustainable rather than feeling like an additional obligation.

Olivia Dufour · Answer

I prioritize ownership as the key driver of connection to company culture. The ownership element is two-pronged:
1. As a leader, my role is to elevate employees toward opportunities so that they can shine. This involves proactively seeking out initiatives that showcase their talent and ability to deliver impact.
2. The second part of ownership is to embed a sense of curiosity and buy-in with remote team members. Strong leadership lends itself to motivating employees to look deeper and to solve cross-cutting issues within the business.
You can maintain conversations around ownership by discussing them in each one-on-one conversation. This builds trust that you can consistently create space for opportunities, in alignment with their career goals.

Soumya Mahapatra · Answer

For me, what has worked best is having a communication platform like Slack that is used company-wide, not just by remote employees. I haven't had any problems with integrating remote workers into company culture this way because I've found that the in-person employees bring that culture with them. Having everyone communicating on one platform can also help remote employees feel more connected to the day-to-day goings-on in the office.

Jim Hickey · Answer

At Perpetual Talent Solutions, we've always embraced a remote-first mindset, with team members working at varying degrees of connection to the main office. Today, that kind of hybridity is a competitive advantage. The ability to attract top talent with diverse expertise often depends on offering flexible, distributed work options. But landing great people is only half the challenge; keeping them engaged and aligned with the broader mission of the company is just as critical.
For me, that means staying personally connected to every member of the team, not just delegating culture-building to managers. Too many leaders assume that once they've scaled beyond a certain size, company culture becomes someone else's job. I've always found that view to be short-sighted. As president, I see culture as one of my direct responsibilities, and not something I can afford to outsource or hide from behind closed doors.
That's why I make it a point to maintain open lines of communication across all levels, whether someone sits near our headquarters or works halfway across the country. A quick check-in, a genuine conversation, or simply making yourself accessible as a leader goes a long way toward breaking down barriers. These moments matter. They remind employees that they're part of something larger, and that their work connects directly to the company's mission and values.
My goal is to make sure no one -- and no role -- feels forgotten at Perpetual Talent Solutions. That means leaving the corner office and stepping into the day-to-day lives of employees (no matter where they're based). It's about culture, but also, connection.

Amore Philip · Answer

During the shift to remote work during COVID, we implemented Zoho Connect's "groups" feature to create virtual departments that helped maintain our company structure in a digital environment. This platform allowed us to store important documents, track tasks, and provide clear visibility into everyone's responsibilities, which was crucial for maintaining productivity while working remotely. The strategy proved particularly effective because it replicated our physical office organization in a virtual space, giving remote employees a sense of belonging to specific teams while still feeling connected to the broader company culture. The improved task visibility and management capabilities also helped us scale our team efficiently during a challenging transition period.

Ahmad Faiz · Answer

As a roofing contractor, most of our work happens out in the field—on ladders, on roofs, and under the Texas sun. Over the years, we've added team members who handle scheduling, estimating, bookkeeping, and even parts of sales from remote setups. The challenge I faced was ensuring those people, who weren't climbing roofs with the crew every day, still felt connected to what Achilles Roofing and Exterior stands for: hard work, honesty, and craftsmanship.
The strategy that worked best for us was bringing the job site experience to them, even if they couldn't be there physically. We started conducting weekly "roof walk-throughs" on video calls. I or one of the foremen would take a few minutes at an active site, walk the crew through what we were working on, and explain the challenges we were solving for that homeowner. We'd then share those recordings with the remote staff. It wasn't polished or fancy—just real-time, boots-on-the-ground updates.
This approach worked because it gave our remote employees context they would never get sitting behind a desk. When a bookkeeper sees the torn shingles, water damage, and the effort that goes into fixing it, balancing invoices feels less like paperwork and more like supporting the mission of protecting families' homes. When a scheduler hears the crew talking about weather delays or the extra care needed on a steep roof, they understand why timeframes sometimes shift and can explain it better to homeowners.
It bridged the gap between the office and the field by giving everyone a shared sense of purpose. Instead of being just "support staff," they became part of the story we live every day—building trust one roof at a time. My key takeaway is this: company culture isn't built with slogans or meetings. It's built by letting everyone, whether remote or on-site, see and feel the real work that defines who you are.

Givona Sandiford · Answer

At MeloSpeech, we've found that creating self-managed teams with local hiring has been our most effective strategy for connecting remote employees to our company culture. This approach reduces cultural misunderstandings while empowering team members to take ownership of their work and truly embody our values. By trusting our remote teams to manage themselves with minimal intervention, we've seen higher engagement and a stronger sense of belonging across all locations. The success of this strategy comes from aligning our organizational structure with our core belief in employee autonomy and responsibility.

Soumya Kalluri · Answer

Building Dwij's remote culture required creating shared experiences that reflected our sustainability mission rather than traditional corporate activities. I started organizing monthly "Impact Story Sessions" where remote team members, including our distributed artisan partners, shared videos of their workspaces, explained their upcycling techniques, and discussed how their work contributes to environmental change. These personal storytelling sessions became incredibly powerful because team members saw the direct connection between their individual contributions and our larger purpose. Engagement in company initiatives increased by 67% after implementing these sessions, as people felt genuinely connected to both the mission and each other's journeys. The strategy worked because it transformed remote work from isolated tasks into collaborative storytelling about meaningful impact. Each session reinforced why our work matters while building genuine relationships across geographic boundaries. This approach helped remote employees understand they weren't just completing assignments but participating in a movement toward sustainable living.

Tom Malesic · Answer

Successfully connecting remote employees to company culture requires intentional structure and consistent touchpoints. For us, it started with setting clear expectations around communication, accountability, and company values. From the beginning, employees know not just what their role entails, but also how they're expected to engage with the team and contribute to our culture—even while working remotely.
One strategy that's been particularly effective is incorporating weekly L10 meetings (based on the EOS framework). These meetings give everyone visibility into priorities, progress, and problem-solving. They reinforce transparency and alignment across departments, while also creating a rhythm of collaboration that makes remote employees feel fully included in the heartbeat of the company.
Equally important are weekly one-on-one meetings between managers and team members. These conversations go beyond tasks—they're about career growth, challenges, and personal connection. For remote employees especially, one-on-ones create space to build trust, ensure they feel heard, and provide a direct line to leadership support.
The strategy that proved most effective was the combination of structured weekly touchpoints (L10s and one-on-ones) with clear expectations from day one. It worked so well because it addressed both the operational and the relational sides of remote work:
Operationally, employees know exactly what's expected and how success is measured.
Relationally, the consistent meetings foster connection, alignment, and a sense of belonging.
This balance of clarity and connection helped remote employees not only understand our culture but actively live it, despite the distance.

Erwin Gutenkunst · Answer

The most effective way I've connected remote employees to our culture is by giving them ownership of projects that directly shape the company's identity. When Neolithic Materials was formed, we had teams spread across regions with different work habits and priorities. Rather than relying on digital happy hours or surface-level engagement, we tasked remote employees with leading initiatives tied to our core values. For example, we had them curate regional stone stories that highlighted the blend of tradition and modernity in local architecture.
This approach worked because culture isn't taught through slogans; it's lived through contribution. Remote employees felt less like outsiders and more like architects of the brand itself. By seeing their work reflected in client proposals and even in our marketing materials, they internalized the culture faster than any formal program could achieve.

Ajinkya Thete · Answer

You know what really worked for us? We started implementing weekly "coffee roulette" video calls where we randomly pair up remote employees for 15-minute chats. No work-related discussions are allowed - just genuine connection.
Here's why it was successful: remote work can often feel like you're just a username in Slack, right? But when you're encouraged to actually talk to someone about their weekend plans or their dog's peculiar habits, suddenly they become real people again. We noticed our team started collaborating better because they had already broken the ice.
The key was keeping it brief and random. Honestly, long meetings feel like work, but 15 minutes? That's just a coffee break. And the randomness meant our warehouse team was chatting with customer service, developers with marketing. It broke down those invisible silos that remote work tends to create. It cost us nothing but made a significant difference in how connected everyone felt.

Adam Cohen · Answer

As a law firm owner, keeping remote team members connected to our culture has always been a challenge I take seriously. One approach that really clicked was what I call "mission moments" sessions: short, 30-minute video calls where we highlight real client wins, discuss creative problem-solving on cases, and celebrate both professional and personal milestones. What made it different from typical meetings is that it wasn't just about recognition; it was about showing remote employees how their work directly impacts our clients and our firm's mission.
I also encouraged team members to contribute stories or tips, from handling tricky cases to personal achievements outside work. This created a sense of ownership and belonging, making the culture feel alive rather than top-down. Over time, people started looking forward to these sessions as a way to connect beyond email or Slack; it became a small ritual that tied them emotionally to the firm, no matter where they were.
What really worked was combining authentic storytelling with consistent interaction. Remote employees weren't just informed; they felt invested, seen, and part of a larger purpose. For me, that's the secret to making culture tangible, even when the office is miles away.

Ben Schwencke · Answer

Hiring specifically for cultural fit has proven to be especially effective for remote employees, far more than any kind of intervention for existing staff.
Unlike office-based workers, who are forced to either leave or engage with the company culture, remote workers often end up quietly excluded from the company.
Cultural misfit isn't as palpably unpleasant for remote workers, but the negative effects tend to be more insidious and subtle. They find themselves going long stretches without friendly conversation, people leave them out of constructive discussions, and cliques form around them, leaving them feeling excluded.
As with most things in life, prevention is always better than cure, and hiring people who fit the culture from the outset is a great way to avoid the problem entirely.
Realistically, interviews alone won't achieve this, as interviews are notoriously ineffective tools for gauging cultural fit. Instead, behavioral assessments are much safer tools here, being immune to the confounding effects of charisma and interview skill.
By hiring for cultural fit, you avoid the awkwardness of implicitly accusing certain people of being cultural misfits, and then pursuing interventions that they know are aimed directly at them.
Instead, people will get along and carry the company flag by default, improving performance, retention, and engagement for remote workers.

25 Strategies for Connecting Remote Employees to Your Company Culture

25 Strategies for Connecting Remote Employees to Your Company Culture

Create Meaningful Connection Rituals

Collaborate on Real-Time Problem Solving

Host Virtual Game Hours

Share Content Impact with Freelancers

Implement Structured Weekly Huddles

Rotate Culture Host Role

Organize Monthly Show-and-Share Sessions

Establish Virtual Communication Channels

Celebrate Cultural Exchange Fridays

Engage Remote Teams in Cross-Site Activities

Foster Personal Connections Through Culture Calls

Form Cross-Functional Deal Completion Circles

Implement Cross-Departmental Projects

Prioritize Ownership and Career Growth

Utilize Company-Wide Communication Platforms

Maintain Open Lines of Communication

Create Virtual Departments for Structure

Conduct Video Roof Walk-Throughs

Empower Self-Managed Local Teams

Organize Impact Story Sessions

Combine Structured Meetings with Clear Expectations

Task Remote Employees with Culture-Shaping Projects

Implement Random Coffee Roulette Calls

Host Mission Moments Sessions

Hire Specifically for Cultural Fit

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