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Also I think COVID has forced companies into trying it when there might have been fear or apprehension before. It takes time/resources/commitment to even try ou

by dna113 6y ago

Also I think COVID has forced companies into trying it when there might have been fear or apprehension before. It takes time/resources/commitment to even try out a work from home policy - but now everyone has been forced into it.

draw_down 6y ago
Well, that's exactly it- everyone has been forced into it, and being forced into something is not always a great way to appreciate it. My employer has been surveying employees since this all started, and the last survey showed 70% of them looking forward to returning to the office. Personally I've worked remote for almost 10 years; I might not ever take an in-person job again. But it seems most people don't feel that way.
DoofusOfDeath 6y ago
Unfortunately, this means that their first experience with "all remote" will come from a rushed implementation instead of a well-planned one. I fear some managers will draw the wrong conclusion about remote work in general.
- netjiro 6y ago
  > will draw the wrong conclusion A risk. But it doesn't take much to get people on the right path. 1) trust your staff, give them autonomy and agency. 2) asynchronous transparent communication for discussions and decisions. 3) remove friction: few small tools for communication and collaboration, good audio, forum, wiki, git, etc. Services: shopping, childcare, etc. And a bunch of smaller tricks. But trust, transparency, asynchronous coordination are the major points. I've helped "rush" groups to full remote with less than 10h "training" during the last few months now that it suddenly became important to a lot of people. More time would have been great, but even a small bit can help a lot. If you have experience of remote / distributed work, help out and teach others now that they really need it.
  - cvlasdkv 6y ago
    #1 is a non-starter for many managers in companies of all sizes. Unfortunately the personality-type that lends itself to accumulating power is not one that thrives off trust.

by dna113 6y ago

draw_down 6y ago

Well, that's exactly it- everyone has been forced into it, and being forced into something is not always a great way to appreciate it. My employer has been surveying employees since this all started, and the last survey showed 70% of them looking forward to returning to the office. Personally I've worked remote for almost 10 years; I might not ever take an in-person job again. But it seems most people don't feel that way.

DoofusOfDeath 6y ago

Unfortunately, this means that their first experience with "all remote" will come from a rushed implementation instead of a well-planned one. I fear some managers will draw the wrong conclusion about remote work in general.

netjiro 6y ago
> will draw the wrong conclusion A risk. But it doesn't take much to get people on the right path. 1) trust your staff, give them autonomy and agency. 2) asynchronous transparent communication for discussions and decisions. 3) remove friction: few small tools for communication and collaboration, good audio, forum, wiki, git, etc. Services: shopping, childcare, etc. And a bunch of smaller tricks. But trust, transparency, asynchronous coordination are the major points. I've helped "rush" groups to full remote with less than 10h "training" during the last few months now that it suddenly became important to a lot of people. More time would have been great, but even a small bit can help a lot. If you have experience of remote / distributed work, help out and teach others now that they really need it.
- cvlasdkv 6y ago
  #1 is a non-starter for many managers in companies of all sizes. Unfortunately the personality-type that lends itself to accumulating power is not one that thrives off trust.