4 ms·

> Having an organisational and operational structure to allow everyone to work remotely is another thing entirely. It really isn't. Not for a lot of companies.

> Having an organisational and operational structure to allow everyone to work remotely is another thing entirely. It really isn't. Not for a lot of companies. Smaller, older, single-site operations maybe. Almost anything with more than one location is already intimately familiar with distributed communication, typically don't replicate HR everywhere so have all electronic onboarding anyway (aside from sending a laptop or whatever). > None of this is to say that remote work isnt worth it. It absolutely is. But let's not pretend that it's a small jump from what most companies currently do. Not sure what you mean by "worth it". It has some pros and cons, I work remote and that's great for me, I don't pretend to know all the details about financials and productivity impact across a significant organization. But for many it actually isn't as big a jump as they try to claim, let's not pretend that it is. Covid was a concrete demonstration of exactly that where I am, even very conservative companies and government orgs went to large fraction of employees remote in very short order.

n4r9 3y ago
> Smaller, older, single-site operations maybe This accounts for around half of US employees and most US businesses. In the UK and other countries, it's even more. > all electronic onboarding anyway That's not true, you'll almost always be having in-person chats throughout your on-boarding if you're in the office. And anyway, the tech really isn't the issue here. As a new recruit in the office, you're usually sitting near your mentor/line manager. Every now and then they'll verbally check in with you, or you can tell them you're stuck on something and they'll tell you what to do or who to go to. As other colleagues approach your team area, your manager introduces you to them and explains what they do. In a remote environment, all of this suddenly takes a lot more conscious pro-active effort. Check-ins have to be rigorously scheduled. New hires need to feel safe enough to approach anyone they need to, and to be told in writing who to approach and how. They need to be introduced to everyone explicitly via call or messaging. They need to be protected from falling "out of sight, out of mind", and encouraged to build personal connections with colleagues.
- throwawaylinux 3y ago
  > This accounts for around half of US employees and most US businesses. In the UK and other countries, it's even more. Right. Far from the "few and far between" narrative here, isn't it? > That's not true, I'm talking about HR onboarding. Signatures, payroll, boilerplate regulatory compliance training etc. > you'll almost always be having in-person chats throughout your on-boarding if you're in the office. Nope, not if HR is located elsewhere. It's phone, email, electronic meetings. > And anyway, the tech really isn't the issue here. As a new recruit in the office, you're usually sitting near your mentor/line manager. Every now and then they'll verbally check in with you, or you can tell them you're stuck on something and they'll tell you what to do or who to go to. As other colleagues approach your team area, your manager introduces you to them and explains what they do. "If you're in the office you'll be in the office". All of this stuff is trivial to do online. I don't pretend it has exactly the same results, and one possibly valid concern is monitoring and hepling newer and less proven employees. It doesn't mean that just because there are certain pros and cons that the whole idea falls in a heap at the first hurdle though, so those kinds of anecdotes do not address what I wrote. > In a remote environment, all of this suddenly takes a lot more conscious pro-active effort. Check-ins have to be rigorously scheduled. New hires need to feel safe enough to approach anyone they need to, and to be told in writing who to approach and how. They need to be introduced to everyone explicitly via call or messaging. They need to be protected from falling "out of sight, out of mind", and encouraged to build personal connections with colleagues. None of this is rocket science, and all of the tools to do it trivially exist in any software suite any company uses even ones that aren't remote. Email, calendar, chat. Or a physical pen and notepad if you must. Checking in on people isn't some incredible and complicated new skill managers have to learn, that's what they do.
  - sokoloff 3y ago
    When most people use “on-boarding”, they don’t mean just the legal/HR/benefits paperwork, but rather the effective integration into the fabric of the company. The original post to which you replied even specified that as including “learn how to communicate and collaborate within the company”: https://news.ycombinator.com/item?id=36503709 https://news.ycombinator.com/item?id=36503709

n4r9 3y ago

> Smaller, older, single-site operations maybe This accounts for around half of US employees and most US businesses. In the UK and other countries, it's even more. > all electronic onboarding anyway That's not true, you'll almost always be having in-person chats throughout your on-boarding if you're in the office. And anyway, the tech really isn't the issue here. As a new recruit in the office, you're usually sitting near your mentor/line manager. Every now and then they'll verbally check in with you, or you can tell them you're stuck on something and they'll tell you what to do or who to go to. As other colleagues approach your team area, your manager introduces you to them and explains what they do. In a remote environment, all of this suddenly takes a lot more conscious pro-active effort. Check-ins have to be rigorously scheduled. New hires need to feel safe enough to approach anyone they need to, and to be told in writing who to approach and how. They need to be introduced to everyone explicitly via call or messaging. They need to be protected from falling "out of sight, out of mind", and encouraged to build personal connections with colleagues.

throwawaylinux 3y ago
> This accounts for around half of US employees and most US businesses. In the UK and other countries, it's even more. Right. Far from the "few and far between" narrative here, isn't it? > That's not true, I'm talking about HR onboarding. Signatures, payroll, boilerplate regulatory compliance training etc. > you'll almost always be having in-person chats throughout your on-boarding if you're in the office. Nope, not if HR is located elsewhere. It's phone, email, electronic meetings. > And anyway, the tech really isn't the issue here. As a new recruit in the office, you're usually sitting near your mentor/line manager. Every now and then they'll verbally check in with you, or you can tell them you're stuck on something and they'll tell you what to do or who to go to. As other colleagues approach your team area, your manager introduces you to them and explains what they do. "If you're in the office you'll be in the office". All of this stuff is trivial to do online. I don't pretend it has exactly the same results, and one possibly valid concern is monitoring and hepling newer and less proven employees. It doesn't mean that just because there are certain pros and cons that the whole idea falls in a heap at the first hurdle though, so those kinds of anecdotes do not address what I wrote. > In a remote environment, all of this suddenly takes a lot more conscious pro-active effort. Check-ins have to be rigorously scheduled. New hires need to feel safe enough to approach anyone they need to, and to be told in writing who to approach and how. They need to be introduced to everyone explicitly via call or messaging. They need to be protected from falling "out of sight, out of mind", and encouraged to build personal connections with colleagues. None of this is rocket science, and all of the tools to do it trivially exist in any software suite any company uses even ones that aren't remote. Email, calendar, chat. Or a physical pen and notepad if you must. Checking in on people isn't some incredible and complicated new skill managers have to learn, that's what they do.
- sokoloff 3y ago
  When most people use “on-boarding”, they don’t mean just the legal/HR/benefits paperwork, but rather the effective integration into the fabric of the company. The original post to which you replied even specified that as including “learn how to communicate and collaborate within the company”: https://news.ycombinator.com/item?id=36503709 https://news.ycombinator.com/item?id=36503709