Breaking News 2020; Will Work From Home Ever Rule The World
- 1 1. Diverse Talent Pool:
- 2 2. Managing labor cost:
- 3 3. Global strength:
- 4 4. More integration:
- 5 There are different back draws of work from home:
- 6 1.Fewer social interactions
- 7 2. Two classes of employees
- 8 3. Difficulties with employee on-boarding
- 9 4. Challenging for interns and new grads
- 10 5. More effort to maintain a culture
- 11 6. Undetected disengaged employees
- 12 7. Personal discipline challenges
- 13 8. Lack of respect for boundaries
Remote work comes to stay. The lockdown due to pandemic is making companies and employees more comfortable working from home or without the office.
For many, remote work is already part of the normal course of business, and for some, it is the central working environment. Simply, an organization has different working teams across separate geographies. At the extreme, the company has built its organization entirely remotely and not even have formal or central locations or main offices.
This is a pretty bad time for industries, organizations, and companies. And it is a bad time too for masses as a big number of population is unemployed at this time. Since there are no internationally any clear or consistent reopening guidelines by UNO or WHO, it has been left up to states, countries and individual companies to come up with plans for reopening, considering their protocols and rules and regulations for testing, tracing and enforcing social distancing. While some companies, like Twitter, have announced that their employees have the opportunity to work remotely forever, other companies acted oppositely. Companies in Houston had ordered their employees to report back into their offices till the end of May.
Here are four main reasons that will clarify why remote work will become more prevalent and have a bright future:
1. Diverse Talent Pool:
erhaps the core advantage of remote teams is the flexibility to click the best talent regardless of location. Some regions are centers of excellence. Building in such a distributed manner allows organizations to grasp these best under one room.
Remote companies have a greater percentage of female workers.
The study attributes this to a few factors, including greater work flexibility, the ability to balance multiple responsibilities, and decreasing bias.
2. Managing labor cost:
Lower labor costs can profoundly support startups. Early-stage processors are geared toward helping founders to find appropriate relation between product and market. This often involves learning and training. For startups, the largest budget at this stage is salaries to sponsor technology development. For a similar budget size and lower salaries mean entrepreneurs have many more months to experiment, increasing the possibility of successfully finding a sustainable business model.
3. Global strength:
Startups that build distributed teams also have the opportunity to train their employees to operate effectively across geographies. This makes able companies build and manage and run communication across geographies, to trust completely different colleagues with more autonomy, and to promote shared culture across the organization.
Many startups outside Silicon Valley, in an increasingly global and crowded innovation market, it is necessary for their survival to target many markets from the get-go is not just a strategic advantage. Those with the internal organization have the greatest opportunity to succeed.
4. More integration:
The technology sector is challenging the belief that in-office connectivity is irreplaceable. Jasper Malcolm son, for example, built his company Skylight in a distributed way from the beginning. Skylight has no official headquarters or main or sub-offices of any kind. As Jasper says, “By being separate, we’re even more connected.”
Malcolm’s son’s in his home has the only desk with two screens, a high-resolution microphone, and high-fidelity speakers.
This is set as a standard for all his employees. He connects to his employees by seeing an array of live feeds of his colleagues at work. Whenever he wants to make a conference call, ask a question, or just say hello, he double-clicks on a colleague’s face to open a live microphone link. “Open offices decreased barriers to in-office communication.
In some ways, through technology, we’ve lowered them even further,” Malcolm son reflected.
You can find plenty of pro-Work from House articles on the internet. I don’t want to list them here. Here are several arguments for why Work from Home isn’t always unicorns and rainbows.
There are different back draws of work from home:
Why do people go to a restaurant if they can cook at home? Why pay for a gym membership if they can buy exercise equipment to use at home? Why do people go to movies, shopping malls, crowded parks, sporting events? It’s because we are social creatures. We crave people watching, human interactions, and, for the more extroverted ones, the love of the chat by the water-cooler.
2. Two classes of employees
One of the biggest traps of a flexible WFH arrangement — as opposed to “we don’t have an office so everyone must WFH” — is that it creates two classes of employees. The ones that are at the office get more visibility, more opportunities, and are more in the know. It shouldn’t be like this and there are ways to improve it, but yet it happens. Every. Single. Time.
3. Difficulties with employee on-boarding
On-boarding an employee who’s not at the office is one or two orders of magnitude more complex. It’s logistically more complex (laptop, access keys, set up, passport checks, etc.). It’s also more complicated to get them to know the team and the work. Above all, it’s harder to get them to absorb the company culture.
4. Challenging for interns and new grads
One might argue that a remote workforce creates more opportunities for a person to work for a company without having to relocate — a legitimate concern in some instances of immigration, disability, or family-care limitations.
It’s also true that interns and new graduates get a lot more value when they are sitting side by side with their manager, mentor, and peers. There is so much in communication that can get lost when working remotely.
5. More effort to maintain a culture
“Culture eats strategy for breakfast.” That’s what management guru Peter Drucker once said. Every company has a culture that’s influenced by the founder. Often, it’s implicit and unwritten. Even when a lot of the culture is written, there is a lot more between the lines.
It takes a lot more effort to keep the company culture when teams are working from home.
The risk is the brewing of subcultures and countercultures. Executives or HR can’t take their eyes off the ball. Which is something that happens often with fast-growing companies? It also happens in dysfunctional companies in general, which most are.
6. Undetected disengaged employees
Let’s be honest. Most managers have a lot to learn on how to manage people well. Very few are exceptional at it. For most people at a corporation, their manager is their interface with the corporate. Great managers, after many months of knowing an employee, can understand what motivates that employee.
Through a lot of interaction and data points, a manager can determine the level of engagement of an employee at each interaction. With remote work, this is harder because there will be fewer data points. Worse, a poor manager will go unchecked for much longer during a remote work found out. It takes a lot of additional effort from the management chain and HR to check the pulse in the organization (have I mentioned most organizations are dysfunctional in their special way?).
7. Personal discipline challenges
Let’s call this the refrigerator problem. Or, the TV problem. Or, the puppy problem. For some people, the discipline of performing from home comes naturally.
For most, it requires careful behavior monitoring and adjusting. Everything from personal hygiene to knowing when to stop work can become a challenge. And everything that affects an employee’s health, physical or mental, will end up affecting their work.
8. Lack of respect for boundaries
When does the day start and when does it end? With a foreign workforce also comes the cross-time-zone workforce.
What? You thought you’d create a foreign work policy and only hire people in Seattle? As much as you establish company policies and guidelines about respecting people’s working hours (lunchtime, breaks between meetings, calendar working hours) there will be exceptions. Sometimes, the exceptions become the rule.
So, I listed a few things — there are more, many more — that companies and CEOs need to be aware of before closing down their physical offices for good. An abrupt change is more likely to lead to a catastrophe than to a nirvana A results-oriented work environment (ROWE) should be the goal of any company. For the office-centric companies, the future of work will likely be a hybrid approach, which, of course, presents its own set of challenges.
The companies which will adapt and alter their culture and DNA will fair better. Turns out, they always do anyway.