Call it Woke Corp all you want as the non vaxxers die off one by one wearing their MAGA hats and sporting their "My Life My Body, My Choice" tshirts.
Blanket statements about how effective working from home is or motivations of employers too bring people back can never be accurate. It completely depends on the type of work you are doing. some highly collaborative work can be done effectively remotely, some cannot. My experience has been people have shown improved efficiency working from home, for a period of time. Then inevitable changes have happened in the workplace. Either personnel due to current job market or small minute changes that add up over time (months, years). In a fast paced environment, it is a big dead weight loss to update on minutia and slowly you will be out of the loop on both the work and relationships with coworkers and not fell like you belong. So while millions of jobs can be done 100% remotely, I think for those that are borderline it is better to show up in person at least 1-2 times a week.
For those who have transitioned from on-site to 100% remote or have a portion of their co-workers do so: How many extra meetings have been added to keep everyone up to date? Have meetings been extended to those not in management or senior engineer positions that were previously not spending time sitting in meetings when working on-site?
None on both counts. No extensions to meetings. There are obviously less casual conversations, meaning less hallway meetings, but honestly, instant messaging and phone calls are even easier.
There's a power in being a familiar face, no doubt. They teach that in MBA classes. But to go sit at a desk at work for 8 hours to get 20 minutes of social interaction, juice isn't worth the squeeze, IMO. I'm not climbing the ladder, though. I quit management several years ago. It would take the perfect situation, management and subordinates to get me back.
No change for me. We use online collaboration tools that allow me to see what others on my team are working on, if I'm at all interested (I'm not.) I'm not management though so maybe this question wasn't for me. Individual Contributor 4 Lyfe.
Initially, a boat load. Adjustment were made over the months and now it's about the same as before the pandemic. No, who attends what seem to still be the same.
@Bandwagoner Thinking about this a little more, I am friends with several managers at my day job and I can say that the non-control freak/micromanager types have had no issue. I'm not really friends with the control freak/micromanagers but I can see them struggling. That's a failure on their part and their supervisor's part. I'm hoping the chaff gets separated from the wheat with all of this. I'll also say that I probably have lost more influence and pull than most people at my job since going 100% from home. I made it a point to talk to everyone in the office once a week. I like people, and as a project manager some of them would be on one of my projects at one point. But whatever, you make it work.
None. Before I'd have ad-hoc meetings to keep folks up to speed which now has gone away. Thusly, productivity has increased. That said, making personal connections has decreased, which is the counter point to increased productivity. Team building is important for long term productivity. No, people are busy (always was and still are). Rarely do we extend meetings. If a meeting runs even more than 3 minutes over, people start dropping off. In the past 6 months, I can count on one hand the times folks were willing/able to extend a meeting.
Why Are People Quitting Their Jobs, Exactly? It May Come Down to 4 Reasons, According to 5,000 Employees A recent survey of 5,000 employees in the U.S. and U.K. uncovers valuable insights on the retention issues plaguing employers Image: Getty Images. Illustration: Inc. Magazine In a post-pandemic world, mass turnover has happened from people reevaluating their lives and their careers, and no company is immune. The Great Resignation is here and it's time for leaders to step up and put talent in the spotlight. There are ways to curb the revolving door of turnover. In the second edition of its 2021 Talent Index, Beamery surveyed 5,000 employees in the U.S. and U.K. to gather insights on post-pandemic workplace policies and the retention issues plaguing employers. Employees now appear to have the upper hand when it comes to careers, but there are steps business leaders can take to successfully navigate the talent landscape. The top four ways leaders can attract and retain talent: 1. Provide career growth opportunities. According to the Talent Index, 83 percent of employees think companies should help with career progression, yet 44 percent say their employers don't have talent acceleration programs. If companies don't give their employees space to grow, and with opportunities for promotion elsewhere, they can't expect their talent to remain at their company. Abakar Saidov, co-founder and CEO at Beamery, believes in skills-based retention programs. He says, "When employees don't have visibility about opportunities, they also miss information about what the desired skills are that will help progress their growth and development. It's important to give talent clear indicators of mobility within their organization to entice them to stay and grow with the business." 2. Don't confuse contentment with loyalty. While half of the respondents reported being happy with how their employers coped and supported them during the pandemic, 53 percent are still considering leaving their job within the next year, with nearly a quarter already looking. Communication is key; leaders should regularly ask their teams how they can improve, and what they want to see. There are always more competitive job elements that can be met, such as flexible working, mentorship programs, and rewards systems. 3. Achieve a work-life balance. The pandemic gave some employees a taste of an improved work-life balance thanks to remote working, and the Beamery Talent Index suggests they don't want to give it up. More than a third of respondents believed their work-life balance was better during the pandemic, while 42 percent want flexible working to continue as they return to the office. "It's important for leaders to reassure employees that a work-life balance remains a priority," says Saidov. "This is done through embracing a hybrid approach where employees determine which option works best for them, whilst ensuring adequate in person contact time to achieve progress-based goals and keep morale high." With this in mind, leaders should encourage creativity and connection points. Set up time for employees to pursue side projects and follow passions. Schedule breaks, and some video-free meetings, to give workers mental relief and avoid burnout. This will lead to more efficient work and a more balanced work-life culture. 4. Make mental health a priority. Companies still need to do more to prioritize mental health and wellness benefits for employees. Nearly a third of the research respondents declared they wanted more mental health support in the workplace, yet only 24 percent felt HR departments were making changes to prioritize it. Saidov emphasizes that leaders should be asking how to correctly assess or identify the mental health of employees, rather than waiting for employees to come to them. Seeking out proactive initiatives to better understand concerns first is critical. A critical insight by Generation Z On another interesting note related to attraction, the survey found crucial insights by Generation Z -- the latest generation to enter the workforce -- pointing to the need for traditional recruitment processes to evolve. "Gen Z is a mission-driven generation [and] pivoting to non-traditional recruiting methods with a focus on company culture, employee engagement, DE&I and sustainability is key to attracting future generations," suggests Saidov. To attract the "candidate of today," companies need to modernize the channels they use to engage with the market, leveraging platforms like SMS, WeChat, and Whatsapp to facilitate more effective communication, and emerging social channels (everything from Instagram to Tiktok) to make sure their brand message hits home. The bottom line: As rapid turnover continues, it's imperative that leaders reevaluate recruitment and employee growth practices. By looking inward to identify gaps in talent retention and adopting new methods to bridge them, businesses will successfully attract, engage and retain their greatest asset -- their people.
I think it’s complicated…. Lots of varying reasons for the current job market. My parents retired before the pandemic (dad more a forced retirement due to the O&G bust and my mom was a nurse) but neither have an interest in learning something new or getting back up to speed. Also they have invested for decades so they are feeling pretty good with taking some profit taking. The boomer labor pool seems to be divided between haves and have not. Some more working class family friends really starting to feel the effects of lack of retirement savings. Personally, my job can be done remotely (pharmacy QA) and will be continue to be remote. My company expanded and literally doesn’t have space for my entire department but only a couple people have workstations on site. I have good hardware and productivity so they haven’t even mentioned coming back in. Here in Austin, no one seems to want to work the hospitality and service oriented jobs. Service has been terrible everywhere from Chipotle to nice restaurants. It seems like the pendulum has swung from capital back to labor, especially at the bottom.
Next test is when chickens come home to roost on mortgage forbearance and whether enough wages have risen to pay it all back. But hey, if Uncle Sam wants to pay back college loans people have openly started to welsh over the last 12 months, then maybe we'll get more helicopter money to "inflate away everyone's debt"?
I wonder how all of your employees( if you have any)) honestly feel by working for a dumbass? All of your takes suck BTW. LOL Let's go Brandon.
At my last place when I was remote I had more meetings but they were just quick weekly huddles to give updates on tasks/projects. I didn't mind having more or less meetings but we still had virtual meetings from our desks when we were asked to come back into the office all the time.......
When the Employees become as cut throat as companies. . . .. companies start to b*tch and moan Rocket River
