Crossover, the world’s largest #remotework company is looking for high performing Chief Architects for a long-term, full-time role. We are a 100% #remotework organization working with the best talent around the world.

• The Spillover-Crossover model is used in psychological research to examine to impact of the work domain on the home domain, and consequently, the transference of work-related emotions from the employee to others at home (particularly the partner). The ways in which well-being can be transferred have been categorized into two different mechanisms (;): spillover and crossover.
• Crossover tracks your screen presence and number of strokes with websites accessed for 8 hours per day work. The documentation was confusing as they were making changes to nomenclature. The software provided had glitches so spent lot of time in reporting and resolving them.
• Crossover Health is committed to Equal Employment Opportunity regardless of race, color, national origin, gender, sexual orientation, age, religion, veteran status, disability, history of.

The Spillover-Crossover model is used in psychological research to examine to impact of the work domain on the home domain, and consequently, the transference of work-related emotions from the employee to others at home (particularly the partner). The ways in which well-being can be transferred have been categorized into two different mechanisms (;^[1][2]): spillover and crossover.

Spillover[edit]

Spillover concerns the transmission of states of well-being from one domain of life to another (^[3]). This is a process that takes place at the intra-individual level, thus within one person but across different domains (^[4]). The experiences that are transferred from one domain to the other can be either negative or positive.

Work-family conflict: negative spillover[edit]

Spillover effects apply to situations in which there is a form of inter-role conflict. That is, being involved in a work-role may put strains on the family role, or vice versa (^[5]). This implies that an additional categorization can be made between two different types of inter-role conflict (^[6]). Firstly, work-family conflict (WFC) refers to a situation where the pressures related to the work-role have an unfavorable impact on the family role. Second, family-work conflict (FWC) refers to a situation where the pressures of the family role have an unfavorable impact on the role individuals have at work. An example of a (WFC-) spillover effect would be one in which an individual experiences a need to compromise on leisure time (i.e. private domain) due to work overload (i.e. work domain). Up till now, numerous studies have found evidence for spillover effects (for a meta-analysis, see;^[7][8]).

Predicting negative spillover[edit]

Both dispositional variables (e.g., Type A personality, negative affectivity;^[9]), as well as work characteristics have been shown to play a role in work-family conflict (;^[10][11]). Different job demands have been shown to predict WFC, including work-role overload (e.g.;^[12][13]) and work pressure (e.g., ^[14][15][16]), but also an unfavorable working time schedule (;^[17][18]) and emotional job demands (^[19]).

Work-family enrichment/facilitation: positive spillover[edit]

Apart from the hampering, negative effects of WFC/FWC-conflicts, positive effects may also occur (^[20]). This process is called work-family enrichment or facilitation (^[21]).

Predicting positive spillover[edit]

Research has shown that, in general, positive spillover is positively related to job resources (e.g., social support, autonomy, feedback;^[22]). Also, positive spillover has been related positively to job performance and other outcomes (^[23]).

Explaining spillover[edit]

One theoretical framework that has been used to explain negative spillover is called the role scarcity hypothesis (^[24]). The main argument here is that since people have a limited, fixed amount of resources (e.g., energy, time), problems may arise when different roles draw on these same resources. For example, when both family and work roles draw on the scarce resource of time, it is likely that one of these roles is compromised due to a lack of available time.A different framework, the role expansion hypothesis (^[25]), has been used to explain positive spillover. According to this hypothesis, individuals generate resources (e.g., positive mood, skills) and opportunities from the multiple roles they are engaged in. These, in turn, can be used in both life domains to improve functioning and promote growth (^[26]).

Crossover[edit]

In the process of crossover, the transmission of states of well-being takes place between closely related persons (^[27]). This process is characterized by transmission on the inter-individual level (Bakker, Demerouti & Burke, 2009). In other words, the crossover is a dyadic process where states of well-being ‘cross over’ to another individual. Research has shown that this process can entail both the transfer of negative, as well as positive experiences (^[28]).An example of a crossover effect would be one in which an individual transfers feelings of stress or fatigue to his/her partner. Research studies have shown this effect to occur between partners. For example, a study by Demerouti, Bakker and Schaufeli (2005-^[29]) indicated that partners of employees suffering from burnout may actually develop burnout themselves.

Predicting crossover[edit]

It has been shown that crossover is more likely to occur in situations where individuals pay close attention to others (^[30]). Also, the crossover is more likely when individuals have self-construals that are focused on being interrelated to others, rather than being unique and independent. Sensitivity and susceptibility to emotional stimuli may also predict crossover (e.g.^[31]).

Explaining crossover[edit]

Emphatic processes, common stressors and communication/interaction have been identified by Westman (2006 - ^[32]) as potential mechanisms explaining the crossover effect. Finally, the transmission of states of well-being may be mediated by interaction and communication, such as social undermining or a lack of social support.

Combining spillover and crossover: The Spillover-Crossover model[edit]

In the Spillover-Crossover model (SCM), research and theories on spillover and crossover are combined, resulting in a model that proposes the following: first, experiences in the work domain spill over to the family domain (;^[33][34]). Consequently, through social interaction, the experiences cross over from one partner to the other. As explained in the previous sections, this process can concern both positive and negative experiences.Various studies have yielded results that support the SCM. Yet, these research efforts are largely devoted to studying negative spillover and crossover (for an overview, see^[35]). One example is the study of Bakker, Demerouti and Dollard (^[36]), showing that work roles interfered with family roles when work overload and emotional demands increased. In turn, the intimate partner experienced a higher level of demands at home (e.g., an overload of household tasks), as a result of the negative behaviors of the employee. In the end, the partner experienced higher levels of exhaustion.

Practical implications[edit]

One of the most important implications of the SCM is that employers should not only focus on interventions that mitigate family demands that conflict with work roles (e.g., child care programs, alternative work schedules), but also on practices that impact working conditions (i.e. job demands and resources) and how they influence family life (^[37]).

References[edit]

1. ^Westman, M. (2002). Crossover of stress and strain in the family and in the workplace. In P.L. Perrewé & D.C. Ganster (Eds.), Research in occupational stress and well-being (Vol. 2). JAI Press/Elsevier Science.
2. ^Bolger, N., DeLongis, A., Kessler, R., & Wethington, E. (1989). The contagion of stress across multiple roles. Journal of Marriage and the Family, 51, 175-183.
3. ^Westman, M. (2002). Crossover of stress and strain in the family and in the workplace. In P.L. Perrewé & D.C. Ganster (Eds.), Research in occupational stress and well-being (Vol. 2). JAI Press/Elsevier Science.
4. ^Bakker, A.B., Demerouti, E., & Burke, R. (2009). Workaholism and relationship quality: A spillover-crossover perspective. Journal of Occupational Health Psychology, 14, 23-33.
5. ^Greenhaus, J.H., & Beutell, N.J. (1985). Sources of conflict between work and family roles. Academy of Management Review, 10, 76-88.
6. ^Bakker, A.B., & Demerouti, E. (in press). The Spillover-Crossover model. In J. Grzywacs & E. Demerouti (Eds.), Work-life balance. Psychology Press.
7. ^Amstad, F.T., Meier, L.L., Fasel, U., Elfering, A., & Semmer, N.K. (2011). A meta-analysis of work-family conflict and various outcomes with a special emphasis on cross-domain versus matching-domain relations. Journal of Occupational Health Psychology, 16, 151-169.
8. ^Ford, M., Heinen, B., & Langkamer, K. (2007). Work and family satisfaction and conflict: A meta-analysis of cross-domain relations. Journal of Applied Psychology, 92, 57-80.
9. ^Carlson, D. S. (1999). Personality and role variables as predictors of three forms of work-family conflict. Journal of Vocational Behavior, 55, 236-253.
10. ^Byron, K. (2005). A meta-analytic review of work-family conflict and its antecedents. Journal of Vocational Behavior, 67, 169-198.
11. ^Frone, M.R. (2003). Work-family balance. In J.C. Quick & L.E. Tetrick (Eds), Handbook of occupational health psychology (pp. 143-162). Washington, DC: American Psychological Association.
12. ^Butler, A.B., Grzywacz, J.G., Bass, B.L., & Linney, K.D. (2005). Extending the demands-control model: A daily diary study of job characteristics, work-family conflict and work-family facilitation. Journal of Occupational and Organizational Psychology, 78, 155-169.
13. ^Demerouti, E., Bakker, A.B., & Bulters, A. (2004a). The loss spiral of work pressure, work-home interference and exhaustion: Reciprocal relationships in a three-wave study. Journal of Vocational Behavior, 64, 131-149.
14. ^Dollard, M.F., Winefield, H.R., & Winefield, A.H. (2001). Occupational strain and efficacy in human service workers. Dordrecht, The Netherlands: Kluwer.
15. ^Grzywacz, J.G., & Marks, N.F. (2000). Reconceptualizing the work-family interface: An ecological perspective on the correlates of positive and negative spillover between work and family. Journal of Occupational Health Psychology, 5, 111-126.
16. ^Wallace, J.E. (1997). It’s about time: A study of hours worked and work spillover among law firm lawyers. Journal of Vocational Behavior, 50, 227-248.
17. ^Demerouti, E., Geurts, S.A.E., Bakker, A.B., & Euwema, M. (2004c). The impact of shiftwork on work-home interference, job attitudes and health. Ergonomics, 47, 987-1002.
18. ^Geurts, S.A.E., Rutte, C., & Peeters, M. (1999). Antecedents and consequences of work-home interference among medical residents. Social Science & Medicine, 48, 1135-1148.
19. ^Bakker, A.B., & Geurts, S. (2004). Toward a dual-process model of work-home interference. Work & Occupations, 31, 345-366.
20. ^Bakker, A.B., & Demerouti, E. (in press). The Spillover-Crossover model. In J. Grzywacs & E. Demerouti (Eds.), Work-life balance. Psychology Press.
21. ^Greenhaus, J. H., & Powell, G. N. (2006). When work and family are allies: A theory of work-family enrichment. Academy of Management Review, 31(1), 72-92.
22. ^Bakker, A.B., & Geurts, S. (2004). Toward a dual-process model of work-home interference. Work & Occupations, 31, 345-366.
23. ^Demerouti, E., Bakker, A.B., & Voydanoff, P. (2010). Does home life interfere with or facilitate performance? European Journal of Work and Organizational Psychology, 19, 128–149
24. ^Edwards, Jeffrey R., & Rothbard, Nancy P. 2000. Mechanisms linking work and family: Specifying the relationships between work and family constructs. Academy of Management Review, 25: 178-199
25. ^Marks, S. (1977). Multiple roles and role strain: Some notes on human energy, time, and commitment. American Sociological Review, 42, 921-936.
26. ^Barnett, R.C., Raudenbush, S.W., Brennan, R.T., Pleck, J.H., & Marshall, N.L. (1995). Changes in job and marital experience and change in psychological distress: A longitudinal study of dual-earner couples. Journal of Personality and Social Psychology, 69, 839–850.
27. ^Westman, M. (2002). Crossover of stress and strain in the family and in the workplace. In P.L. Perrewé & D.C. Ganster (Eds.), Research in occupational stress and well-being (Vol. 2). JAI Press/Elsevier Science.
28. ^Bakker, A.B., & Demerouti, E. (in press). The Spillover-Crossover model. In J. Grzywacs & E. Demerouti (Eds.), Work-life balance. Psychology Press.
29. ^Demerouti, E., Bakker, A.B., & Schaufeli, W.B. (2005). Spillover and crossover of exhaustion and life satisfaction among dual-earner parents. Journal of Vocational Behavior, 67, 266-289.
30. ^Hatfield, E., Cacioppo, J. T. & Rapson, R. L. (1993). Emotional contagion [Elektronische versie]. Current directions in psychological science: a journal of the American Psychological Society, 2 (3), 96-99.
31. ^Doherty, R. W., Orimoto, L., Singelis, T. M., Hatfield, E., & Hebb, J. (1995). Emotional contagion: Gender and occupational differences. Psychology of Women Quarterly, 19, 355-371.
32. ^Westman, M. (2006). Models of work-family interactions: Stress and strain crossover. In R. K. Suri (Ed.), International encyclopedia of organizational behavior (pp. 498-522). New Delhi: Pentagon Press.
33. ^Bakker, A.B., & Demerouti, E. (in press). The Spillover-Crossover model. In J. Grzywacs & E. Demerouti (Eds.), Work-life balance. Psychology Press.
34. ^Bakker, A.B., Demerouti, E., & Dollard, M. (2008). How job demands influence partners’ experience of exhaustion: Integrating work-family conflict and crossover theory. Journal of Applied Psychology, 93, 901-911.
35. ^Bakker, A.B., & Demerouti, E. (in press). The Spillover-Crossover model. In J. Grzywacs & E. Demerouti (Eds.), Work-life balance. Psychology Press.
36. ^Bakker, A.B., Demerouti, E., & Dollard, M. (2008). How job demands influence partners’ experience of exhaustion: Integrating work-family conflict and crossover theory. Journal of Applied Psychology, 93, 901-911.
37. ^Bakker, A.B., & Demerouti, E. (in press). The Spillover-Crossover model. In J. Grzywacs & E. Demerouti (Eds.), Work-life balance. Psychology Press.

Crossover Remote Company Q&A

Rukma Sen,Head of Content and Media Relations - Interview with Remote.co

What does your remote-friendly company do?

We source, test, and create remote teams for our clients. After creating customized teams, we also manage them for guaranteed productivity. In other words, we take the guesswork out of hiring remote teams and managing them after they’re hired.

Did you switch to remote or start out that way?

We’ve been remote from the get-go. It’s at the heart of our company, and it wouldn’t make sense for us to have it any other way.

How important is remote work to your business model?

It’s definitely at the core of our company. Our mission is to find the best talent in the world and match them with jobs according to their skills. We couldn’t do this without utilizing a remote workforce. Even within Crossover we all work remotely–everyone from sales, marketing, and support to the CEO himself. It makes a lot of sense to us: if the best talent has no zip code, then of course we should be capitalizing on this as well!

What do you consider the biggest benefits of a remote workforce?

1. Access to talent, regardless of geography. In the past, companies were restricted to a talent pool in the immediate vicinity of their office building. For companies based in densely-populated areas such as San Francisco and New York, this was fine. But now we can hire anyone from anywhere. We find the best talent, they find the best jobs. It no longer matters where you live. It’s very liberating for everyone involved.
2. Increased productivity. Offices are arguably one of the most distracting places to work. There’s noise, office drama and politics, and employees tend to be interrupted throughout the day. Finding a good workflow is nearly impossible, Remote workers, on the other hand, don’t have to deal with the same amount or frequency of distractions. It’s much easier for an employee to hit their stride if they’re comfortable and happy, and for most people that’s in a home office or another working space.

What were the main reasons to integrate remote work into your workforce?

We started out remotely for several reasons: we wanted Crossover team members to come from the top of the talent pool and we could only manage this by opening up that pool on a global scale. It also made the most sense financially. Our product isn’t something that needs to be physically handled or based anywhere, and outside of meetings and other forms of communication–all of which can be done easily through Skype and email– it made the most sense for everyone to work where they were already based.

How do you conduct interviews for remote jobs?

We have one of the most rigorous assessment/interview processes, for both Crossover team members and the contractors we hire as part of these remote teams. For the contractors, we first send out a job posting, then screen resumes for the basic skills we need. Next, a portion of the applicants are chosen to take assessments to demonstrate their skills. For software engineers, for example, we give them a sample project– a problem or project we have personally had to work through at Crossover. They are given three days to complete this, and it usually takes about 10 hours. Next, they are interviewed by several people, and they are finally offered the job. It’s not an easy process by any means, but it means that our contractors really are the best of the best.

How do you conduct onboarding for remote workers?

It varies by position, but all new team members go through an onboarding process 1-on-1 with their manager, who helps lead them through everything. They are given a thorough manual detailing their job, what’s expected of them, lingo they should know, etc. It’s a bit of a trial by fire, since we move so quickly. By their second week, team members are expected to start contributing to the company. It’s all very exciting and fast-paced.

Do you have remote communication protocols for your remote workers?

There is no hard and fast rule, but as a general rule of thumb, the quicker the better. Because we are a startup company, things move very quickly. But everyone understands that things like different time zones, time off, and people being done for the day when you’re just starting yours are all inevitable. Everyone is very flexible.

How do you measure the productivity of remote workers?

We use a productivity-tracking tool called Worksmart, which helps managers and their team members assess how team members spend their time. Worksmart has a variety of features, and you can customize them based on how in-depth you would like your metrics to be. For example, the most in-depth tracking involves screenshots and webcam grabs, as well as a list of the applications the team member has used (and for how long they’ve used them). If this level of tracking is unnecessary, any of these can be disabled. But our whole company uses all the features–even the CEO gets his picture taken, just like us. It’s great to see how much time we spend on any given project. In fact, clients who use Worksmart with their contractors have found that their team’s productivity increases by 40-50%, mainly because managers and team members can find out where any unproductive time is going, and work to fix that.

What is the hardest part about managing a remote workforce?

The most difficult part is helping your team stay motivated and feel part of a team when they have never met. In the office, a sense of camaraderie is hopefully achieved through daily interaction and rallying around a common goal. The same is true for remote team, minus the daily interaction in the traditional water cooler sense.

What is your BYOD policy for remote workers?

We have all of our team members use their own computers, but we provide all the apps necessary.

What were your biggest fears in managing remote workers?

As is the trend with other remote companies, we worry about workplace culture. It’s a bit harder to foster when you only see one another on Skype, but that’s where our love and passion for our job comes in. We rally around our mutual desire to help our company, and that unites us more than anything else.

How did you implement a remote work policy?

More formally. It started with the CEO, Andy Tryba, who works remotely from Austin, Texas. As the company grew, more and more people were hired, and they all came on as remote workers. Now we have more than a hundred Crossover team members, and they’re spread throughout the world.

What advice would you give to a team considering to go remote?

Stop considering and take the leap! We started out as a remote team and we didn’t look back. We think the numbers speak for themselves: employees who work from home are more productive and happier than their office-bound counterparts. From the company’s fiscal standpoint, it also saves a lot of money–an estimated $11,000 annually for every remote employee, according to one study. And employees save both time and money by avoiding the commute. There’s probably never been a win-win quite like remote work.

What are the most effective tools for remote team communication?

We have different levels of communication. For anything that needs to be written at length, we use standard email or we ping each other on Skype. For meetings between two or three people, we use Skype as well. Anything larger than that, we use Slack. A messaging platform like this is helpful because people can direct message to one another, or everyone can be reached all at once by messaging the entire Crossover company. We save that larger thread for big news or when we need help and want to call on everyone.

What tips do you have to disconnect when working remotely?

Crossover For Work Jobs

Working At Crossover Reviews

Once you’re done for the day, really try your best to be done for the day. It’s tempting to check in on your work email or that latest project, but that type of habit can quickly lead to burnout. It can help to keep two distinct spaces in your home, if possible: one primarily for work, and the other for everything else; this helps keep a mental separation as well as a physical one.

What is your favorite business book?

How Does Crossover For Work Work

We have all our new team members read the book Remote: Office Not Required by David Heinemeier Hansson. It gets at the heart of why we work the way we do, and how best to adjust and get the full benefits of working outside the office.