This is an issue that many large companies face. There is a vast amount of work that is not core work, so the metrics get skewed into ancillary work instead of

This is an issue that many large companies face. There is a vast amount of work that is not core work, so the metrics get skewed into ancillary work instead of something like # of checkins, lines of code, tickets resolved, etc. In many large orgs there is often much "meta work" in order to produce justifications, forecasts or historical data for higher ups to make strategic decisions. So, it can be difficult for a manager to really know when their reports are working at home as much as at the office. I doubt anyone will ever be able to fully verify another without some metric, even if that's just seeing them at a desk - despite none of those methods really saying work getting done. The other problem, correlated with this, is that when everyone is remote there will be more meetings. It's six of one or half a dozen of an other. [1] The employees and managers all do what they can, which is never enough. In the next few years I suspect a culture will settle down around this and it will not be as suspect for people to work remote. The companies will see who works, and the remote workers will see what they need to do and not do. [1] https://en.wiktionary.org/wiki/six_of_one,_half_a_dozen_of_the_other https://en.wiktionary.org/wiki/six_of_one,_half_a_dozen_of_t...