The main officer of Zillow people says that their remote work model of overstoal hiring, but there are two key reasons for their offices to keep

As more and more companies are forcing employees to return to the full -time office, a company allows employees to take their own options on where they want to work.

Like the rest of the world, Zillow’s employees were forced to work from home at the beginning of Covid-19 Pandemic. In the fall of 2020, company leadership Employees said Not to be asked to return to the full -time office. As a result, hundreds of workers decided to move, asking the company to establish a “cloudhq” model: the company considers its headquarters to be online, not in a physical location.

About 84% of the 6,900 Zillow employees are completely remote, which means they are not associated with a permanent corporate office and should not be in charge regularly. The rest are a combination of mortgage roles that require high levels of attendance at the office due to compliance laws or regional sales workers who are asked to inform a specific field office.

Talked to Dan Spaulding, officer of Zillow people Fortune On the focus of the company in Asynchronous work, what is exactly a “portrait” Z “and how often does it enter the office (spoiler: not much).

This interview has been edited and condensed for more clarity.

Fortune: Talk to me about Zillow’s Cloudhq’s work approach.

And Spaulding: Cloudh really started in the confusion of “post” the beginning of the pandemic (autumn 2020), when you did not know when you could return to the way we were work. We began to ask ourselves the questions of: “We are learning a lot working in a distributed way. How we are based on this and how do we think differently about what our employees want and we need to get out of the pandemic?

Our Cloudhq strategy is that we want employees to have the ability to choose where they live and work (according to) what is most effective for them daily. And then we want to be hyper-intency when we are together in person.

How has Zillow’s relationship changed with physical office?

We had 11 offices across the country before pandemic. And to say in perspective, 95% of our employees lived in the daily displacement distance of these offices. Today, we have six offices across the country within the main centers: Seattle, San Francisco, Irvine, New York, to name a few. And now we have employees in the 50 states.

We still use these offices every day for one of the two scenarios. One is that we have many employees who still like to enter the office quite frequently. We do not have terms about the time spent in office. The wider use case is for what we call “Z-“, which are intentional meetings that we plan and execute central that align with a calendar that we have been building from the beginning of the year. It is based on: When do we need equipment to join? When do we need leaders to join? When do we have important launches on products where we need a functional flow of work that joins and spend time focused together? And then we turn them all over the country and bring employees for all kinds of meetings.

The first full year of “Z-rectors” for us was 2022, when (there were) vaccination levels that we were really comfortable (with) from a health and health perspective. That year, of course, there was also demand. The teams were so desperate to meet.

What kind of results do you see from the remote and hybrid work strategy?

We are in our ninth quarter of Overcoming residential real estate. We send the product faster than we have sent the product historically. Our voluntary attression is down. Our employee feeling about working at Zillow, Pride and Enchanted and working at Zillow, all these measures continue to increase.

We have not seen any kind of productivity that we follow since we have moved to this modality.

What are the impacts on the hiring and retention of talents?

I have four times the applicants for each work opening they had pre-cloud HQ. So if we look at these measures directly, this tells us that we do something convincing for employment applicants.

We do internal surveys three times a year to measure employee feeling: 94% of our workforce is proud to work at Zillow, and 84% think they have the resources to do their job effectively.

Then some of the things we really care about are inclusion: 84% of our workforce feel that they can be their true work. If we look at some of the contracting numbers (Zillow), pre-pandemic, 41% of our employed population was a woman. Today, 46% of our employee population are women, and this is growing. This is a huge demographic change. I have worked in human resources for 25 years, I have never seen the demographic change I have seen from moving -to the Cloud HQ. And we believe that it is a differentiating one for us in terms of not only attracting these employees to Zillow, but to keep them for a longer period of time.

How often do you go to the office?

I would say I will enter the office probably four to five days a month. But never four to five days in a row.

What do you think are common mistakes that companies make when it comes to RTO?

Obviously, I can’t talk to other companies, but for us, the question is always the same: why return to the past when you can understand the challenges that your workforce faces today and moving towards the future?

Trying to figure out asynchronous work, trying to find out intentional meeting strategies, trying to give employees flexibility. These are all the things you can look (a) on the one hand and say, “Well, that’s too difficult.” But to promote everyone in the company, from our senior leadership to our front -line employees, to be more intentional with the way they think about their work, how to collaborate with each other? There is a profit for all of us.

A common complaint that workers have about RTO is that they feel that it is more control than productivity. What would you say to this?

We like to think that we hire adults. We like to treat people as adults. At Zillow, we think it is a real privilege that we get this flexibility. Now, what I would say as a human resource leader, I think the great employment contributions come from the marginal efforts that employees make. I do not think that let employees be flexible to execute this order or train Little League or go to the yoga class working with their schedule (it will decrease this). Our employees understand that in exchange for this flexibility, when the company needs to make a bigger step. Giving the employees a little more flexibility during their day, I think you will get 10 times reproaching this marginal effort when you really need it by employees.

This story originally presented to Fortune.com

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