> When working with one employer in a city that is not known as a tech hub, Dyba felt that she had to chip away, carefully, at the company’s insistence for on-s

> When working with one employer in a city that is not known as a tech hub, Dyba felt that she had to chip away, carefully, at the company’s insistence for on-site workers; one position had been open for six months. Dyba started showing the hiring manager the credentials for someone she’d found, but omitted a crucial detail. If the employer was interested, then and only then did she reveal that the talent was based in Florida or Boston. “I had to kind of say, ‘Listen, it’s costing more money right now for us to keep this job open than it would be for you to send someone a laptop and coach your leadership team differently about how to manage remotely,’” she said. She believes the hiring manager raised the issue with the chief executive; slowly, someone with decision-making power came around, and Dyba was able to start filling positions. When the pandemic ebbs and local workers are back in that office, 15 to 20 percent of its work force will be remote. The market rather than Dyba changed the company’s workplace culture — a market of empowered technology workers who could pick and choose their employers, who could take or leave any job they wanted and were forcing a shift.