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Please read these articles and talk about the pros/cons of teleworking.Please read these three articles and talk about the pros/cons of teleworking. You need to write one page paper about the pros/cons of teleworking based on the article. You don’t need to cite any articles. However, you need to refer these articles in your writing. 1 page, double-spaced, 12 points!
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Companies Start to Think Remote Work Isnʼt So Great After All – WSJ
3/23/21, 1’14 AM
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BUSINESS
Companies Start to Think Remote Work
Isn’t So Great A!er All
Projects take longer. Collaboration is harder. And training new workers is a struggle. ‘This is not going
to be sustainable.’
By Chip Cutter | Photographs by Cayce Clifford for The Wall Street Journal
July 24, 2020 11:10 am ET
Four months ago, employees at many U.S. companies went home and did something
incredible: They got their work done, seemingly without missing a beat. Executives were
amazed at how well their workers performed remotely, even while juggling child care and
▲
the distractions of home. Twitter Inc. TWTR -1.54%
and Facebook Inc., among others,
quickly said they would embrace remote work long term. Some companies even vowed to
give up their physical office spaces entirely.
Now, as the work-from-home experiment stretches on, some cracks are starting to
emerge. Projects take longer. Training is tougher. Hiring and integrating new employees,
more complicated. Some employers say their workers appear less connected and bosses
fear that younger professionals aren’t developing at the same rate as they would in
offices, sitting next to colleagues and absorbing how they do their jobs.
Months into a pandemic that rapidly reshaped how companies operate, an increasing
number of executives now say that remote work, while necessary for safety much of this
year, is not their preferred long-term solution once the coronavirus crisis passes.
“There’s sort of an emerging sense behind the scenes of executives saying, ‘This is not
going to be sustainable,’” said Laszlo Bock, chief executive of human-resources startup
Humu and the former HR chief at Google. No CEO should be surprised that the early
productivity gains companies witnessed as remote work took hold have peaked and
leveled off, he adds, because workers left offices in March armed with laptops and a sense
of doom.
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Companies Start to Think Remote Work Isnʼt So Great After All – WSJ
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Tape helps to enforce distancing measures at the Chef Robotics office.
“It was people being terrified of losing their jobs, and that fear-driven productivity is not
sustainable,” Mr. Bock said.
Few companies expect remote work to go away in the near term, though the evolving
thinking among many CEOs reflects a significant shift from the early days of the
pandemic.
“You can tell people are getting fatigued,” said Peter P. Kowalczuk, president of Canon
Solutions America, a division of copier and camera giant Canon Inc., which employs about
15,000 people across the country.
Mr. Kowalczuk, who worked for months out of a bedroom in his home, went back to
Canon’s U.S. headquarters in Melville, N.Y., in early July. Now, no more than 50% of the
company’s employees are coming into work at the 52-acre office campus, which features
two ponds and a walking trail, and typically includes approximately 1,500 staffers in a
single building.
Returning is voluntary, Mr. Kowalczuk said, and requires answering a series of health
questions on an app the company created, called Check-In Online, before getting approval
to drive in. The company has also blocked off desks to allow for greater distancing,
stepped up cleaning and created a rotating schedule so that staffers come in on
alternating weeks.
“We’re really a face-to-face business,” he said. “I don’t think offices are dead.”
The nature of what some companies do makes it tough, if not impossible, to function
remotely. In San Francisco, startup Chef Robotics recently missed a key product deadline
by a month, hampered by the challenges of integrating and testing software and hardware
with its engineers scattered across the Bay Area. Pre-pandemic, they all collaborated in
one space.
Problems that took an hour to solve in the office stretched out for a day when workers
were remote, said Chief Executive Rajat Bhageria. “That’s just a logistical nightmare,” he
said.
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Companies Start to Think Remote Work Isnʼt So Great After All – WSJ
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Chef Robotics CEO Rajat Bhageria.
Chef Robotics had little choice but to make do. Its office space could not accommodate all
eight full-time employees and allow for distancing. For a while, Mr. Bhageria invited four
people in at a time, on a voluntary basis, to work together.
“We tried it,” he says. “It’s just not the same. You just cannot get the same quality of
work.”
Chef Robotics moved in mid-July to a new office in the South of Market neighborhood
with double the square footage, better ventilation and non-communal restrooms.
The San Francisco building where Chef Robotics has its offices.
Teams physically building a product need to be together, Mr. Bhageria said. “There’s this
thrill of being a little hacky group of people, on a shared mission, in a startup, with little
money, eating pizza and ramen.”
The Boston-based video technology firm OpenExchange, which helps run large, online
conferencing events, is going a step further to bring employees together. Workers on the
company’s European team said they could benefit from some in-person interaction during
this time of huge growth at the company. So in late July, OpenExchange is renting a house
in the English countryside, with about 15 bedrooms, so many of its employees can live and
work together, while still distancing. In some cases, family members are coming along.
It’s important to have people in a room and see body language and read signals that don’t
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Companies Start to Think Remote Work Isnʼt So Great After All – WSJ
3/23/21, 1’14 AM
come through a screen, says Mark Loehr, the CEO, noting the event is optional. “They’re
going to do their work there—modestly, individually, sometimes in group rooms—but try
to meet together for breakfast, lunch and meals,” he says. “And maybe out on the lawn,
just to know each other.”
One benefit of working together in person, many executives said, is the potential for
spontaneous interactions. Mary Bilbrey, global chief human resources officer at realestate giant Jones Lang LaSalle Inc., returned to her Chicago office in early June, as the
company reopened its spaces. She noticed that she was soon having conversations with
peers that wouldn’t have happened in a remote set up—a discussion sparked by a passing
question in the hall, for instance. “They weren’t going to think about scheduling a 30
minute call to do it,” she said.
Commercial real-estate firms like JLL stand to benefit from a widespread return to office
work. For now, the length of most office leases means that most companies are unlikely to
move away from physical offices immediately. The majority of U.S. office leases are eight
years or longer, according to an analysis by credit-rating agency Moody’s Investors
Service. In an early July report, analysts noted that they didn’t expect an exodus from
offices, despite popular claims that offices were now dead.
More companies now envision a hybrid future, with more time spent working remote, yet
with opportunities to regularly convene teams. CompuCom Systems Inc., the IT service
provider owned by Office Depot, may institute “core hours” for its employees, similar to
office hours that professors hold on college campuses. The idea under consideration is
that teams would agree to come together for a limited time on certain days of the week to
bounce ideas off each other, collaborate and strategize, says CompuCom president Mick
Slattery. Online education provider Coursera expects half of its 650 employees to work
“blended” hours once the pandemic passes, with staffers spending three days a week in
the office and the rest remote, says Chief Executive Jeff Maggioncalda.
Connor Buckland, Senior Robotics Engineer, works on a robot device at the Chef Robotics new
headquarters.
The toll of extended work-from-home arrangements is likely to affect career development,
particularly for younger workers, several executives said. At Stifel Financial Corp. , which
employs more than 8,000 people around the world, junior employees learn how to
underwrite deals or develop pitch books by sitting beside more experienced colleagues
and watching them work, said Chief Executive Ronald J. Kruszewski. That’s hard to do
remotely.
“I am concerned that we would somehow believe that we can basically take kids from
college, put them in front of Zoom, and think that three years from now, they’ll be every
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Companies Start to Think Remote Work Isnʼt So Great After All – WSJ
3/23/21, 1’14 AM
bit as productive as they would have had they had the personal interaction,” said Mr.
Kruszewski.
In March, Stifel transformed from eight group trading desks to more than 180 separate
trading locations. Dozens of staffers fanned out to smaller office locations in Connecticut
and New Jersey, and some people set up work-from-home stations using secure cloud
technologies.
Mr. Kruszewski said the company didn’t miss a beat, but when the pandemic has passed,
or there are viable treatment options, employees will be recalled from their alternative
locations.
“Our traders need to be together,” he said, adding that, at a broader company level,
employees benefit from interaction. “We’re missing things, and that will become more
evident over time.”
And then there’s the challenge of training employees who began work after the pandemic
began and have had to work remotely from the start. At Discover Financial Services,
thousands of new call-center workers and other employees have come on board since
March, said Andy Eichfeld, chief human resources and administrative officer.
Most of those new employees have never worked in a Discover office. Customer-service
agents who once got six weeks of in-classroom training now must learn the information
remotely. They don’t have the same casual day-to-day opportunities to ask more
experienced workers for help or advice that they would if they were working in the same
office, even as the company has tried to connect people virtually. New employees in
marketing and analytics roles haven’t been able to quickly pick up company jargon and
shorthand in meetings, leaving some of them lost.
“If you were physically on site, you might have someone physically whispering, ‘Hey, that
means this.’ We don’t have that here. So, it’s taking longer for the new employee to
understand what’s happening,” he said.
In a recent company survey, less than a third of Discover employees said they want to
work from home permanently, though many said they would like the flexibility to do it
sometimes, which the company plans to offer. Without the interactions that define office
life, Mr. Eichfeld worries that Discover’s culture will gradually fray, which is why he’s
eager to get workers back together once it is safe.
“It was easier to go remote fast than most people would have ever imagined,” he said.
“That doesn’t mean it’s great.”
SHARE YOUR THOUGHTS
In the long term, would you prefer to work in an office, work from home, or do a combination of
both? Join the conversation below.
Write to Chip Cutter at [email protected]
Corrections & Amplifications
About 1,500 employees usually work in a single building at Canon Inc.’s U.S. headquarters
in Melville, N.Y. An earlier version of this article incorrectly said 11,000. (Corrected on
Aug. 6.)
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Companies Start to Think Remote Work Isnʼt So Great After All – WSJ
3/23/21, 1’14 AM
Appeared in the July 25, 2020, print edition as ‘.’
Copyright © 2021 Dow Jones & Company, Inc. All Rights Reserved
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Virtual Teams
To Get People Back in the
Office, Make It Social
by Chris Capossela
September 22, 2022
Roger Wright/Getty Images
Summary. There’s a strong desire among business decision makers (BDMs) to get
people back into the office. Data from the latest Microsoft Work Trend Index
research shows that 82% of BDMs say getting back to the office in person is a
concern. But, two years of zero… more
While people around the world have been returning to
restaurants, concerts, and travel, there’s one place many of them
aren’t going: the office. Many business leaders who craved,
demanded, or expected a five-day-a-week, nine-to-five return to
office (RTO) have been disappointed, and in some cases even had
to roll back mandates.
In today’s hybrid world, “work” is increasingly something people
do, not a place they go. There’s no going back to 2019, so it’s time
to rethink the role of the office — for both workers and
businesses.
Empowered, energized employees drive competitive advantage.
But so far, business leaders have had more questions than
answers about exactly how the office can best support and engage
their people in a hybrid world. Our latest research at Microsoft
reveals the answer may lie in what I believe should be front and
center for every leader: reconnecting employees.
The value of the office is in the people, not the place
There’s absolutely a strong desire among business decision
makers (BDMs) to get people back into the office. Data from our
latest Microsoft Work Trend Index research shows that 82% of
BDMs say getting back to the office in person is a concern. But,
two years of zero commuting time and an ability to more
effectively manage work-life balance means employees are
looking for a compelling reason to schlep back to the office — and
73% of them say they need a better reason than just company
expectations. So, the question becomes, what is a compelling
reason to come into the office?
It’s simple: People care about people.
When asked what would motivate them to come into the office,
employees had a resounding answer: social time with coworkers:
85% of employees would be motivated to go into the office to
rebuild team bonds.
84% of employees would be motivated to go into the office if
they could socialize with coworkers.
74% of employees would go to the office more frequently if they
knew their “work friends” were there.
73% of employees would go to the office more frequently if they
knew their direct team members would be there.
I felt that power of connection firsthand on a trip to the United
Kingdom and Germany this spring — my first business travel
since the pandemic began. As I met with local employees,
customers, creators, and students over the course of the week, I
was blown away by how energized I felt — and I was reminded
that it wasn’t the physical office I’d missed, but the people at the
office.
The data shows I’m not the only one feeling that way. With
roughly half of employees saying their relationships outside their
immediate work group have weakened and over 40% reporting
that they feel disconnected from their company as a whole,
ensuring people have an opportunity to reconnect will be crucial
in the year ahead. And let’s not forget the huge cohort of people
who started or changed jobs during the pandemic shutdown. For
them, every face is new.
Leaders recognize how difficult creating connection can be, with
nearly 70% saying that ensuring cohesion and social connections
within teams has been a moderate to major challenge due to the
shift to hybrid. But now they need to recognize its importance
and take action — or risk losing the social capital that keeps
companies running.
Leaders need to intentionally use the office to rebuild social
capital: the value workers get from their networks, like getting
new ideas and inspiration, being able to ask for help or advice, or
finding new career growth opportunities. Social capital isn’t a
nice-to-have; it’s crucial so that employees can do their best work
and organizations can keep innovating. So setting the stage for
meaningful connection at all levels should be at the core of every
organization’s RTO plans.
This starts with demonstrating to employees that coming to the
office fulfills more than an arbitrary desire to see “bodies in
seats.” Leaders need to prioritize building and rebuilding
connections between people to fuel creativity, teamwork, and
strong support systems that empower them to tackle challenges.
Here are three ways to do it.
Strip away busywork
Make connection the top priority for in-person time. No one
wants to go into the office just to spend the day on video calls and
answering emails and pings. But that’s what could happen, unless
leaders and managers intentionally create both the space and the
permission for employees to spend that time reconnecting.
Understand that this in-person socializing is not taking away
from productivity — it’s fueling innovation, psychological safety,
retention, and more. To foster and protect connection time,
encourage employees and teams to set norms around expected
response times while in the office so that being there doesn’t
become a blur of overlapping deadlines. And to alleviate anxiety
around work piling up, consider instituting team meeting-free
days or encouraging employees to book and protect focus time so
people know they can catch up later. For example, consider
meeting-free Fridays: Recharged from in-person time earlier in
the week, employees get uninterrupted focus time and can spend
the day in “get it done” mode.
Create new in-person rituals
To support the rebuilding of social capital and team bonds,
leaders need to design experiences that bring people together in
new ways. Create intentional opportunities for connection, like
an extended catered lunch from a popular nearby restaurant to
draw local employees into the office, or hold quarterly “team
weeks” that bring local and remote employees together onsite for
a series of daily workshops.
Younger employees are especially keen to use time in the office as
a way to establish themselves as part of their workplace
community and feel more connected to their coworkers. To a
greater degree than their Gen X and Boomer counterparts, Gen Z
and Millennial workers see the office as an opportunity to build
relationships with senior leadership and their direct managers.
But just as important, 78% of them said they’re particularly
motivated to work in person by seeing their work friends.
So, build in additional intentional in-person time for connection
when onboarding new hires. And for early-in-career employees,
think about creating focused events to help them build their
networks. Just last month, I had the chance to do both when I
spoke to our new Microsoft Marketing college hires as part of their
week-long onboarding program. And although the goal was to
inspire them, I walked away myself feeling inspired, energized,
and — yes — connected.
Whatever you do, do it with authenticity
In our latest Work Trend Index, 85% of employees ranked
authenticity as the number-one quality a manager can have to
support them to do their best work. The good news is that 83% of
business decision makers say it’s important for their senior
leadership to show up authentically, so the level of awareness is
relatively high all around.
So what does authenticity look like in practice? It starts at the top,
by setting the tone for an authentic culture where open, genuine,
and empathetic connections can happen. You’ll need to lead by
example, using an authentic voice that communicates openness,
inclusivity, and that you’re there to help people build their social
capital. We ask people a lot at Microsoft to bring their full selves to
work, and that’s only possible when they have psychological
safety, especially for employees who come from
underrepresented groups and may not see themselves in the
people around them. As a leader, I’m always asking myself how I
can create a culture and work environment where every employee
feels safe to connect on a deeper level, beyond transactional
relationships.
Authentic culture and communication need to transcend physical
space, since not every employee will be in the office every day or
even every month or quarter, depending on where they live.
Increasing the surface area for connection is especially crucial to
ensure we don’t lose ground on inclusion; since employees from
underrepresented groups are more likely to prefer remote work,
leaders need to be sure that their communications reach all
employees, wherever they work. Embracing multimedia formats
like podcasts or interacting on internal forums creates an ongoing
conversation and two-way dialogue, helping keep people feeling
connected, informed, and engaged. For example, I always receive
more questions than I can get to in the live Q&A portion of my allhands. But the conversation doesn’t need to end when the event
does — instead, my leadership team and I follow up on
unanswered employee questions in our Microsoft Marketing
forum, keeping the discussion and flow of information going.
We’re all still learning how to get hybrid work right. From the
research, it’s clear that putting people at the center by fostering
connection between employees is key to the new role of the office.
Chris Capossela is Microsoft’s chief
marketing officer and executive vice president
of worldwide consumer business. As the chief
marketing officer, Capossela runs marketing
across both the consumer and commercial
businesses, which includes marketing for all
Microsoft services and products, business
planning, brand, advertising, events,
communications, and research. As leader of the
worldwide consumer business, Capossela
oversees the Consumer Channel Sales and
Marketing team, Microsoft Advertising Sales,
and Microsoft Stores. These teams are
responsible for driving revenue, growth, and
share across the consumer business.
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Advice from the CEO of an All-Remote Company
IDEAS MADE TO MATTER | ORGANIZATIONAL CULTURE
Hybrid work is here to stay. Here are 7 ways to
manage your workforce
by Kara Baskin | Mar 14, 2023
Why It Matters
As managers strive to standardize hybrid work across their organizations, a
panel of experts from Thinker-Fest 2023 offers timely guidance.
Hybrid work may be the new norm, but there’s nothing standard about its implementation — yet. At this
juncture, managers need to think creatively and futuristically to fully reap the benefits of a hybrid
workforce rather than just tolerate it.
At the inaugural Thinker-Fest 2023 conference, sponsored by the MIT Initiative on the Digital Economy,
a panel of experts delved into the implications of and opportunities for the future of hybrid work. Here
are seven pieces of advice for leading teams that are partially or fully remote.
Look at outcomes, not output. When COVID-19 hit, teams needed to work nimbly and
asynchronously, with less focus on process and more on the big picture. Competent leaders will maintain
that perspective.
“People leading individual and smaller teams that were very easy when located together [had] to start to
think more like global leaders,” said Jerry Carter, vice president of engineering at Dell Technologies. That
means they had “to think about time zones, and to think about asynchronous communication — how to
coordinate work, how to trust but verify, and how to do outcome-based instead of output-based work,”
he said.
Be deliberate about interactions. Remote work forced leaders to engineer interactions that
previously happened organically, said Geoff Parker, a Dartmouth professor and MIT Sloan visiting
scholar. Intentionality matters, Parker noted: When meetings are stacked back-to-back, serendipitous
moments evaporate. To counter that phenomenon, managers should leave room for chatter. “Did you
enable or create space for random small-group interactions?” he asked.
R E L AT E D A R T I C L E S
Study: Firms equipped for remote work fare better
How to keep remote workers from feeling disconnected
4 tools to help managers connect with remote teams
And, thinking more broadly, “how do you intentionally have the check-in points and monitor the wellbeing of remote people?” Parker said. “More frequent interactions build and maintain better
relationships. In a remote environment, that’s critical.”
Read the digital room during remote meetings. “High-bandwidth conversations that are more
ambiguous, that have more of a strategy component,” are often suited to in-person work, where
employees can gauge social cues, Carter noted. But that’s not always possible.
Leaders should grasp the limitations of Zoom and online chats, where colleagues with preexisting
relationships might fall into side-chat mode, causing mistrust, the panelists warned. Tech glitches or
awkward pauses also sow confusion, so reading the virtual room is essential.
Ideally, public chats should offer an automatic, transparent archive of feedback and added value,
including shared links and references, Parker said. Leaders can intentionally pause to allow for feedback
and to ensure that participant comments are heard. They can also offer alternative venues for
disagreement if people are uncomfortable pushing back online.
“There have to be ways to [express] dissent without it being quite so public,” said John Horton, an MIT
Sloan associate professor of information technologies.
Be strategic about teamwork. Not every topic requires groupthink. Carter defined “team” as “a group
of individuals who come together to achieve something that is greater than the sum of the individual
work.” Projects with standardized metrics and routine tasks are ideal for individual work; creative work
typically requires more team-based interaction, Parker said. Leaders shouldn’t invite everyone to a
meeting merely to broadly share information.
R E L AT E D A R T I C L E S
3 reminders for managers in a hybrid work environment
Toyota Financial Services flexed to a better hybrid work model
How to manage a hybrid workforce: 4 tips
“If the invitation says the guest list is too large to display, it’s the biggest red flag in the world,” said
Horton, who leads research on AI, labor economics, and online marketplaces at the IDE.
Use virtual tools to highlight humanity, not to create fatigue. At their worst, virtual meetings
are exhausting.
“You can’t quite hear people. You’re worried about stepping on someone else who’s talking. You’re
focused on a tiny screen. There’s a bunch of things that are just tiny pebbles in your shoe that make it
tiring,” said Horton, who once participated in a virtual meeting with a wood-paneled background behind
him that looked to viewers like a sauna, much to his embarrassment.
“Person-to-person interactions can be more energizing because you can hear perfectly and see body
language,” Horton said.
On the upside, virtual meetings inject a shot of humanity into business proceedings that leaders should
work hard to continue. During the pandemic, “we were invited into people’s homes. We saw their kids.
We saw their dogs,” Carter said. “People showed up in baseball and ski caps, and they gave more of a
candid, authentic view of who they were” — something that’s essential to retain.
Leaders can also experiment with creative ways of sharing information to bring out their team’s
personality, such as short-form videos, podcasts, or 15-minute YouTube updates, Carter suggested.
Prioritize autonomy, alignment, and diversity. In a hybrid world, bosses should be more crossfunctional, striving to be part organizational psychologist and part engineer. They should enable
autonomy, alignment despite dispersion, and diversity of thought, the panelists said.
“Individuals need a sense of autonomy. You have to push decision-making out to the edges of the
organization,” Carter said. But at the same time “you have to have alignment. Autonomy without
alignment leads to really bad outcomes.”
To illustrate his point, Carter offered an analogy: “If you’re putting a bathroom in a house, the first
question you’ve got to ask is, ‘Are the pipes running to all the rooms that I need them to be?’ For a lot of
organizations, you have to ask from a communication standpoint, ‘Are the pipes running to all the rooms
— or are they clogged up?’”
Finally, managers should ensure that the free flow of diverse ideas doesn’t fall by the wayside.
“Innovation can stagnate if social circles become very closed,” Carter said. “If it’s a closed-loop system,
then you either get in isolation or you get in an echo chamber,” making deliberate interactions even more
essential.
Pick up the dang phone. In the rush to remote work, many organizations hopped on the tech
bandwagon with software and organizational tools designed to streamline and connect. In the long term,
this can backfire.
“Unifying teams to increase internal communication can solve one type of problem, but often at the cost
of exacerbating or slowing things down in some other area. We shouldn’t assume that ‘even better’ tools
are silver bullets,” Parker said.
A team doesn’t need to always rely on high tech just because everyone is remote. There’s a “psychological
cost” to asynchronous communication, Carter noted; people can get bogged down replying to text and
emails and wading through Slack.
As an antidote, good leaders will make themselves available for direct, real-time conversations as much
as possible and foster that culture among their employees.
“The definition of a successful one-on-one or roundtable is that people in the meeting feel comfortable
enough that they can just pick up the phone and call,” Carter said. “There are times when the phone is all
that you need.”
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