this post was submitted on 18 Oct 2023
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I appreciate ongoing conversations about this, but I think they tend to be too broad. Managers aren't worried about the remote workers who are productive and reliable. The worry is the people who aren't. On my team, you are fully remote as long as you meet expectations. You don't, you return to office.
My wife's company recently went from a hybrid 2 days in office per week to 4 days. One month later, they're walking it back to 3 days because even managers were choosing to work extra days from home "so they could focus."
They only mention it once, but I do have issues with mentorship in a remote work environment. I just personally haven't been able to make it work. I'm sure some do.
I have some faith that eventually we'll all work it out. Just going through some growing pains.
This is a good point. Different employees require different amounts of supervision, while the person commenting might be effective working from home, there are many other people that really need someone checking in on them more often or else they aren't effective or get easily derailed on their tasks.
I think there are also cases where there is value in in-office collaboration for some tasks, whether it is for different disciplines to talk together or to encourage mentor-mentee relationships that don't develop out of office.
It isn't enough to demand 100% in office work and I doubt it ever will, though.
Fine, but that mean that they have no way of measuring productivity other than the "I see him doing his work" or "I see him at his desk" methods.
This is a minor problem. You can implement a progressive WFH policy where the new hires must be in the office with their menthor for the initial training period and then begin to WFH for more and more days. The downside is that the company need to return to hire locally which could means to pay the new hires higher salaries.