> Another key to employee retention is creating company values. We have six values at Meetup, and we use them for recruiting, performance reviews, and a lot of

> Another key to employee retention is creating company values. We have six values at Meetup, and we use them for recruiting, performance reviews, and a lot of different areas. Shouldn't you "use" values for making decisions? These "values" are clearly manipulative fabrications, possibly well-meaning but clearly intended to pressure employees into compliance. > People who don’t have personal connections to their colleagues are more likely to leave your company. They’re just sitting in front of their laptop, not going out for drinks after work, not going for coffee or lunch during the day, and not feeling the same energy and connection during collaborative work. This is why I’m not a fan of fully remote teams. If they don't go out for drinks after work, maybe it's because they have a private life. If they don't go out for lunch, maybe they have too much urgent work every day. If they don't overflow with "connection" with the "team" maybe it's because they have a family. I think I would find this sort of environment very oppressive and distracting; micromanagement (of the thought police variety) seems prevalent. > At Meetup, we currently have people come to the office two days a week, unless they have special circumstances, like caring for an elderly person, health issues, etc. This phrase is worded like a territorial concession in a treaty between Meetup and "people": two days are better than nothing, but not enough for our enforced socialization attitude. If two days were in some sense the right amount of work at the office, there would be some explanation of the reasons; a bare number seems only an undesirable compromise with the job market.