Post COVID work environment for those who haves productive tools that can be carried anywhere

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TheFrog
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Post COVID work environment for those who haves productive tools that can be carried anywhere

Post by TheFrog »

I know the following doesn't apply to those of us who work on big machines, for example in production, or who drive a bus or sail on a ship. But for those of us whose productive tools are a computer for example, the COVID pandemic has changed work life's perspective.

Here is an excellent article on the Harvard Business Review which I'd like to share with you, and I'd be interested in your opinions.

In my view, we have a unique opportunity to improve productivity and efficiency, while allowing people to manage their work/life balance better and reduce their footprint on the environment (less commute, less traffic jams, less cramped subway and buses...)

https://hbr.org/2021/05/how-to-do-hybrid-right
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earl the beaver
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Re: Post COVID work environment for those who haves productive tools that can be carried anywhere

Post by earl the beaver »

That's a bit long for a Friday afternoon before sacking off work. Precis please?
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Gospel
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Re: Post COVID work environment for those who haves productive tools that can be carried anywhere

Post by Gospel »

Haven't read the piece but I rather suspect it's full of fluffy language about work life balance and all that wholesome stuff but at the sharp end when restrictions are dropped anyone that wants to get on will struggle to do that through remote working. I think it's much more likely that those showing up at the office will be favoured over those literally phoning it in.

Of course the other side of this is in how companies who commit to a remote, flexible working structure will have less of a need to pay to support first world lifestyles when they can hire the same skills from further afield and for a lot less money.
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ScarfaceClaw
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Re: Post COVID work environment for those who haves productive tools that can be carried anywhere

Post by ScarfaceClaw »

It’s a tricky one. Even if people are largely working on computers there is still the informal interactions, the ability to swing around in a chair and ask WTF does this on the screen mean. Video calls, chat messengers can get very stilted and formal.

There has to be some balance between the two.
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inactionman
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Re: Post COVID work environment for those who haves productive tools that can be carried anywhere

Post by inactionman »

ScarfaceClaw wrote: Fri May 07, 2021 5:26 pm It’s a tricky one. Even if people are largely working on computers there is still the informal interactions, the ability to swing around in a chair and ask WTF does this on the screen mean. Video calls, chat messengers can get very stilted and formal.

There has to be some balance between the two.
Pretty much my take.

I'm a contractor and would usually expect to work a day or two a week from home, I think this will become typical. I'd still need to be on-site at some points during the week, some things just don't work remotely if you have got anything other than a very transactional job.

As an aside, a disproportionate number of the tech developers I've worked with have been insufferable pricks and its those roles I could see being more viable as remote, so hoping they might be kept well away from the rest of us.
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Clouseau
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Re: Post COVID work environment for those who haves productive tools that can be carried anywhere

Post by Clouseau »

ScarfaceClaw wrote: Fri May 07, 2021 5:26 pm It’s a tricky one. Even if people are largely working on computers there is still the informal interactions, the ability to swing around in a chair and ask WTF does this on the screen mean. Video calls, chat messengers can get very stilted and formal.

There has to be some balance between the two.
This.

My company (or at least it's senior managers) were very reluctant regarding teleworking or whatever it's called but the pandemic has certainly showed that it worked and that people didn't spend their office hours bludging or masturbating, or at least not the whole time. Production soared despite VPN connexions being pretty shitty and frustrating, we found other ways to work, things got quite creative. Being away physically from the colleagues one couldn't bear might have helped, there's never been so much information given from the top as before. And this will be a record year for us turnover wise, for various reasons.

Downsides of course are the lack of informal interactions as said, video calls are increasingly tiresome, being away from the office hotty can be frustrating, it's hard to be creative long-term, and one might miss the hilarious pratical jokes inflicted upon the aformentioned colleagues.

We're heading for a hybrid, best of both worlds solution, 3 days a week in the orifice, sorry, office, 2 days at home (or wherever). :thumbup:
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Leinsterman
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Re: Post COVID work environment for those who haves productive tools that can be carried anywhere

Post by Leinsterman »

Read Bullshit Jobs by David Graeber!
I reckon a load of us fit into that category
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Clouseau
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Re: Post COVID work environment for those who haves productive tools that can be carried anywhere

Post by Clouseau »

Leinsterman wrote: Fri May 07, 2021 6:14 pm Read Bullshit Jobs by David Graeber!
I reckon a load of us fit into that category
To be fair any job that allows one to post on this forum and other online asylums during their office hours is a bullshit one.
Unless you're self-employed, in which case you're not being paid whilst forumming, or a nightwatchman, which is just a shit job.
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Sefton
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Re: Post COVID work environment for those who haves productive tools that can be carried anywhere

Post by Sefton »

I hated working from home, the line became blurred and I kept going back to the laptop.
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Leinsterman
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Re: Post COVID work environment for those who haves productive tools that can be carried anywhere

Post by Leinsterman »

Clouseau wrote: Fri May 07, 2021 6:24 pm
Leinsterman wrote: Fri May 07, 2021 6:14 pm Read Bullshit Jobs by David Graeber!
I reckon a load of us fit into that category
To be fair any job that allows one to post on this forum and other online asylums during their office hours is a bullshit one.
Unless you're self-employed, in which case you're not being paid whilst forumming, or a nightwatchman, which is just a shit job.
Very true!
Check out the book though. I think you'd enjoy it.
It's based on an essay the author wrote a few years previously. The essay is available online
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TheFrog
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Re: Post COVID work environment for those who haves productive tools that can be carried anywhere

Post by TheFrog »

For the lazy ones, a few extracts highlighting the main ideas.
The Elements of Hybrid
Figuring out how to do this is far from straightforward. That’s because to design hybrid work properly, you have to think about it along two axes: place and time.

Place is the axis that’s getting the most attention at the moment. Like Fujitsu’s employees, millions of workers around the world this year have made a sudden shift from being place-constrained (working in the office) to being place-unconstrained (working anywhere). Perhaps less noticed is the shift many have also made along the time axis, from being time-constrained (working synchronously with others) to being time-unconstrained (working asynchronously whenever they choose).
Making that happen, I’ve learned in my research, will require that managers consider the challenge from four distinct perspectives: (1) jobs and tasks, (2) employee preferences, (3) projects and workflows, and (4) inclusion and fairness.
To make hybrid a success, you have to consider how work gets done. An executive who manages Jorge and Lillian, the hypothetical strategic planners mentioned above, must not only consider their needs and preferences but also coordinate the work they do with that of the others on their team—and with other functions and consumers of their work. That kind of coordination was relatively straightforward when team members all worked in the same place at the same time. But in the era of hybrid work it has grown significantly more complex. I’ve observed executives tackling this in two ways.
Companies designing hybrid arrangements need to work hard to get workflows right the first time.
For years, flexible work arrangements had been on the agenda at Fujitsu, but little had actually changed. Most managers in the Japan offices still prized face-to-face interaction and long office hours—and according to an internal survey conducted not long before, more than 74% of all employees considered the office to be the best place to work. But the pandemic, Hiramatsu foresaw, was about to turn everything upside down.

By the middle of March, the majority of Fujitsu’s Japan-based employees—some 80,000—were working from home. And it didn’t take long for them to appreciate the advantages of their new flexibility. By May, according to a follow-up survey, only 15% of Fujitsu employees considered the office to be the best place to work. Some 30% said the best place was their homes, and the remaining 55% favored a mix of home and office—a hybrid model.

As employees settled into their new routines, Hiramatsu recognized that something profound was happening. “We are not going back,” he told me this past September. “The two hours many people spend commuting is wasted—we can use that time for education, training, time with our family. We need many ideas about how to make remote work effective. We are embarking on a work-life shift.”

For 10 years, I’ve led the Future of Work Consortium, which has brought together more than 100 companies from across the world to research future trends, identify current good practice, and learn from emerging experiments. Since the pandemic I’ve focused our research on the extraordinary impact that Covid-19 is having on working arrangements. As part of that effort, I’ve talked extensively to executives, many of whom, like Hiramatsu, report that they’ve detected a silver lining in our collective struggle to adapt to the pandemic. These executives told me that given the astonishing speed with which companies have adopted the technology of virtual work, and the extent to which most employees don’t want to revert to past ways of working, they’re seeing a once-in-a-lifetime opportunity to reset work using a hybrid model—one that, if we can get it right, will allow us to make our work lives more purposeful, productive, agile, and flexible.

If leaders and managers want to make this transition successfully, however, they’ll need to do something they’re not accustomed to doing: design hybrid work arrangements with individual human concerns in mind, not just institutional ones.

The Elements of Hybrid
Figuring out how to do this is far from straightforward. That’s because to design hybrid work properly, you have to think about it along two axes: place and time.

Place is the axis that’s getting the most attention at the moment. Like Fujitsu’s employees, millions of workers around the world this year have made a sudden shift from being place-constrained (working in the office) to being place-unconstrained (working anywhere). Perhaps less noticed is the shift many have also made along the time axis, from being time-constrained (working synchronously with others) to being time-unconstrained (working asynchronously whenever they choose).

To help managers conceptualize the two-dimensional nature of this problem, I’ve long used a simple 2×2 matrix that’s organized along those axes. Before Covid-19, most companies offered minimal flexibility along both dimensions. This put them in the lower-left quadrant, with employees working in the office during prescribed hours. Some firms had begun to venture into the lower-right quadrant, by allowing more-flexible hours; others were experimenting in the upper-left quadrant, by offering employees more flexibility in where they work, most often from home. Very few firms, however, were moving directly into the upper-right quadrant, which represents an anywhere, anytime model of working—the hybrid model.



But that’s changing. As we emerge from the pandemic, many companies have firmly set their sights on flexible working arrangements that can significantly boost productivity and employee satisfaction. Making that happen, I’ve learned in my research, will require that managers consider the challenge from four distinct perspectives: (1) jobs and tasks, (2) employee preferences, (3) projects and workflows, and (4) inclusion and fairness. Let’s look at each in turn.

[ 1 ]
Jobs and Tasks
When thinking about jobs and tasks, start by understanding the critical drivers of productivity—energy, focus, coordination, and cooperation—for each. Next, consider how those drivers will be affected by changes in working arrangements along the axes of time and place.

To illustrate, let’s consider a few kinds of jobs and tasks, their key drivers, and the time and place needs that each involves:

Strategic planner. A critical driver of productivity for this role is focus. Planners often need to work undisturbed for stretches of at least three hours in order to, for example, gather market information and develop business plans. The axis that best enables focus is time—specifically, asynchronous time. If planners are freed from the scheduled demands of others, place becomes less critical: They can perform their work either at home or in the office.Team manager. Here the critical driver of productivity is coordination. Managers need to regularly communicate in-the-moment feedback with team members. They need to engage in conversation and debate, share best practices, and mentor and coach those on their team. The axis most likely to encourage this aspect of productivity is once again time—but in this case, the time needs to be synchronous. If that can be arranged, then place again becomes less critical: Managers and employees can do their coordination tasks together in the office or from home, on platforms such as Zoom and Microsoft Teams.Product innovator. For this role, the critical driver is cooperation. But now the important axis is place. Innovation is stimulated by face-to-face contact with colleagues, associates, and clients, who generate ideas in all sorts of ways: by brainstorming in small groups, bumping into one another in the hallways, striking up conversations between meetings, attending group sessions. This kind of cooperation is fostered most effectively in a shared location—an office or a creative hub where employees have the chance to get to know one another and socialize. To that end, cooperative tasks must be synchronous and conducted in a shared space. Looking to the future, we can expect that the development of more-sophisticated cooperative technologies will render shared physical space less of an issue.Marketing manager. Productivity in this role—indeed, in most roles—requires sustained energy. Both time and place can play a role here. As we’ve learned during the pandemic, many people find being at home energizing, because they are freed from the burden of long commutes, they can take time out during the day to exercise and walk, they can eat more healthily, and they can spend more time with their families.
The challenge in designing hybrid work arrangements is not simply to optimize the benefits but also to minimize the downsides and understand the trade-offs. Working from home can boost energy, but it can also be isolating, in a way that hinders cooperation. Working on a synchronous schedule can improve coordination, but it can also introduce constant communications and interruptions that disrupt focus.

To combat these potential downsides, Hiramatsu and his team at Fujitsu have committed to creating an ecosystem of spaces that together make up what they call the borderless office. Depending on employees’ or teams’ specific drivers of productivity, these spaces can take several forms: hubs, which maximize cooperation; satellites, which facilitate coordination; and shared offices, which enable focus.

In his project Archisolation, artist, architect, and graphic designer Federico Babina explores the experience of quarantine and isolation and examines our relationship with technology, imagination, and play. Federico Babina

Fujitsu’s hubs are designed with cross-functional cooperation and serendipitous encounters in mind. Located in the major cities, they are comfortable and welcoming open-plan spaces, equipped with the advanced technologies necessary for brainstorming, team building, and the cocreation of new products. When Fujitsu employees want to work creatively with customers or partners, they invite them to a hub.

The company’s satellites are spaces designed to facilitate coordination within and between teams that are working on shared projects. They contain meeting spaces where teams can come together, both in person and virtually, supported by secure networks and advanced videoconferencing facilities. These opportunities for coordination, especially face-to-face, address some of the isolation and loneliness that employees may suffer when working from home. Shared offices, which make up most of Fujitsu’s ecosystem of spaces, are located all over Japan, often near or in urban or suburban train stations. They can be used as short stopovers when people are traveling to visit customers, or as alternatives to working at home. They are designed to function as quiet spaces that employees can easily get to, thus minimizing commuting time. The productivity aim here is focus. The shared offices are equipped with desks and internet connections, allowing employees to work independently and undisturbed or to attend online meetings or engage in online learning.

[ 2 ]
Employee Preferences
Our capacity to operate at peak productivity and performance varies dramatically according to our personal preferences. So in designing hybrid work, consider the preferences of your employees—and enable others to understand and accommodate those preferences.

Imagine, for example, two strategic planners who hold the same job at the same company, with focus as a critical driver of performance. One of them, Jorge, is 40. He and his family live some distance from his office, requiring him to commute an hour each day to and from work. He has a well-equipped home office, and his children are at school during the day—so, not surprisingly, Jorge feels he is most productive and focused when he can skip the commute and stay home alone to work. He prefers to go into the office only once or twice a week, to meet with his team.

Lillian’s situation is very different. She’s 28. She lives in the center of town and shares a small apartment with three other people. Because of her living situation, she can’t work for long stretches of time at home without being disturbed. To focus, she prefers to be in the office, which is not far from where she lives.

Jorge and Lillian differ in another way: tenure with the company. This, too, affects their preferences. Jorge has been with the firm for eight years and has established a strong network, so time in the office is less crucial for his learning or development. Lillian, on the other hand, is new to her role and is keen to be mentored and coached, activities that demand time with others in the office.

Companies on the hybrid journey are finding ways to take their employees’ perspective. Many, like one of the technology companies in the Future of Work Consortium, are providing managers with simple diagnostic survey tools to better understand their teams’ personal preferences, work contexts, and key tasks—tools that allow them to learn, for example, where their team members feel most energized, whether they have a well-functioning home office, and what their needs are for cooperation, coordination, and focus.

Equinor, a Norwegian energy company, has recently taken an ingenious approach to understanding its employees: It surveyed them about their preferences and developed nine composite “personas,” with guidelines for hybrid work arrangements tailored to each one. One of the personas is described like this: “Anna” is a sector manager in Oslo who has been with the company for 20 years. She has three teenagers at home and a 40-minute bicycle commute into the office. Before Covid-19, she worked every other week from home, primarily to focus. But with her teenagers now doing remote schooling in the house, she is often distracted when working from home. When the pandemic is at last behind us, and her kids are back at school, she hopes to spend two days a week at home, doing focused work, and three days in the office, collaborating with her team.

As managers seek to identify the hybrid arrangements that are best for their teams, they consider, for example, how they would respond to an “Anna”: How would her circumstances and preferences affect her capacity to collaborate with others? More broadly, managers consider the implications of coordinating a variety of personas across virtual teams. What are the risks to the safety, security, and effectiveness of operations? How will changes affect collaboration, leadership, and culture? What might the overall effects be when it comes to taxes, compliance, and external reputation?

[ 3 ]
Projects and Workflows
To make hybrid a success, you have to consider how work gets done. An executive who manages Jorge and Lillian, the hypothetical strategic planners mentioned above, must not only consider their needs and preferences but also coordinate the work they do with that of the others on their team—and with other functions and consumers of their work. That kind of coordination was relatively straightforward when team members all worked in the same place at the same time. But in the era of hybrid work it has grown significantly more complex. I’ve observed executives tackling this in two ways.

One is to significantly boost the use of technology to coordinate activities as employees move to more-flexible work arrangements. Consider the case of Jonas, an Equinor employee. Jonas works as an inspection engineer in the Kollsnes plant, which processes gas from fields in the North Sea. After the pandemic hit, the plant’s managers made it possible for Jonas and his team to carry out some inspection tasks from home, by supplying them with state-of-the-art video and digital tools. These include, for example, robotic devices that move around the plant recording detailed in-the-moment visual data, which is then streamed back to all the team members for analysis. As a result of these changes, Jonas and his colleagues can now conduct very effective remote field-safety inspections.

Managers at Fujitsu, for their part, use a range of digital tools to categorize and visualize the types of work their teams are performing as they experiment with new arrangements on the axes of time and place. That, in turn, has enabled them to better assess individual and team workloads, analyze remote working conditions, and confirm work projections. Team leaders are also able to understand employee working patterns by studying detailed movement data and examining space utilization and floor density data. This allows Fujitsu managers to design the right arrangements for their workflows and projects.

When thinking about jobs and tasks, consider how key productivity drivers—energy, focus, coordination, and cooperation—will be affected by changes in working arrangements.

Other companies are using this moment as an opportunity to reimagine workflows. New hybrid arrangements should never replicate existing bad practices—as was the case when companies began automating work processes, decades ago. Instead of redesigning their workflows to take advantage of what the new technologies made possible, many companies simply layered them onto existing processes, inadvertently replicating their flaws, idiosyncrasies, and workarounds. It often was only years later, after many painful rounds of reengineering, that companies really began making the most of those new technologies.

Companies designing hybrid arrangements need to work hard to get workflows right the first time. Leaders at one of the retail banks in our Future of Work Consortium analyzed and reimagined workflows by asking three crucial questions:

Are any team tasks redundant? When executives at the bank asked themselves that question, they realized that in their new hybrid model they had retained too many traditional meetings. By eliminating some and making others (such as status updates) asynchronous, they boosted productivity.

Can any tasks be automated or reassigned to people outside the team? In many new hybrid arrangements, the bank executives realized, the simple answer was yes. Take the process for opening an account with a new high-net-worth customer. Before Covid-19, everybody assumed that this required face-to-face meetings and client signatures. But now, thanks to the redesigned process introduced during the pandemic, bank managers and customers alike recognize the ease and value of remote sign-up.

Can we reimagine a new purpose for our place of work? Here, too, the answer turned out to be yes. To make their hybrid model work successfully, the bank executives decided to reconfigure their existing office space in ways that would encourage cooperation and creativity, and they invested more in tools to enable people to work effectively and collaboratively at home.

[ 4 ]
Inclusion and Fairness
As you develop new hybrid practices and processes, pay particular attention to questions of inclusion and fairness. This is vitally important. Research tells us that feelings of unfairness in the workplace can hurt productivity, increase burnout, reduce collaboration, and decrease retention.

In the past, when companies began experimenting with flexible approaches to work, they typically allowed individual managers to drive the process on an ad hoc basis. As a result, different departments and teams were afforded varying degrees of flexibility and freedom, which inevitably gave rise to accusations of unfairness. And many employees, of course, had time- and place-dependent jobs that made hybrid arrangements either impossible or far from optimal. They often felt treated unfairly.

Brit Insurance has done admirable work on inclusion and fairness. As the company’s CEO, Matthew Wilson, and its chief engagement officer, Lorraine Denny, began the design and implementation of new ways of working, early in 2020, they made a bold choice. Rather than involving “the usual suspects” in the design process, they randomly chose employees from offices in the United States, Bermuda, and London—amounting to 10% of the workforce, from receptionists to senior underwriters—to participate.

During the following six months, teams of six employees—each drawn from multiple divisions, levels, and generational cohorts—worked together virtually across Brit Insurance. They began with diagnostic tools that helped them profile and share their own working capabilities and preferences. Then they embarked on a series of learning modules designed to create deeper insights into how they could work together to better serve one another’s needs and those of the company as a whole. Finally, they engaged in a half-day virtual “hackathon,” during which they came up with ideas and pitched them to the CEO. The result was what they called the Brit Playbook, which described some of the new ways they would now all work together.

Selina Millstam, the vice president and head of talent management at Ericsson, a Swedish multinational, recently conducted a similarly inclusive effort. Every new work arrangement, she and the executive team decided, would have to be rooted in the company culture, important aspects of which were “a speak-up environment,” “empathy,” and “cooperation and collaboration.”

Hybrid arrangements should never replicate existing bad practices—as when firms began automating work processes, decades ago.

To ensure that this would be the case, Millstam and her team last year engaged employees in “jams” that were conducted virtually during a 72-hour period and supported by a team of facilitators, who subsequently analyzed the conversational threads. One of these jams, launched in late April 2020, played a crucial role in giving Ericsson employees a platform to talk about how hybrid ways of working during the pandemic might affect the company culture. More than 17,000 people from 132 countries participated in this virtual conversation. Participants made some 28,000 comments, addressing how working during the pandemic had created both challenges (such as lack of social contact) and benefits (such as increased productivity through reduced distraction).

This jam and others like it helped Ericsson’s senior leaders develop a more nuanced understanding of the issues and priorities they need to take into account as they design hybrid work arrangements. Change, they realized, is bound to create feelings of unfairness and inequity, and the best way to address that problem is to ensure that as many employees as possible are involved in the design process. They need to have their voices heard, to hear from others, and to know that the changes being made are not just the result of individual managers’ whims and sensibilities.

. . .
So how can you propel your firm toward an anywhere, anytime model? Start by identifying key jobs and tasks, determine what the drivers of productivity and performance are for each, and think about the arrangements that would serve them best. Engage employees in the process, using a combination of surveys, personas, and interviews to understand what they really want and need. This will differ significantly from company to company, so don’t take shortcuts. Think expansively and creatively, with an eye toward eliminating duplication and unproductive elements in your current work arrangements. Communicate broadly so that at every stage of your journey everybody understands how hybrid arrangements will enhance rather than deplete their productivity. Train leaders in the management of hybrid teams, and invest in the tools of coordination that will help your teams align their schedules.
Last edited by TheFrog on Fri May 07, 2021 6:57 pm, edited 1 time in total.
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TheFrog
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Re: Post COVID work environment for those who haves productive tools that can be carried anywhere

Post by TheFrog »

Gospel wrote: Fri May 07, 2021 5:22 pm Haven't read the piece but I rather suspect it's full of fluffy language about work life balance and all that wholesome stuff but at the sharp end when restrictions are dropped anyone that wants to get on will struggle to do that through remote working. I think it's much more likely that those showing up at the office will be favoured over those literally phoning it in.

Of course the other side of this is in how companies who commit to a remote, flexible working structure will have less of a need to pay to support first world lifestyles when they can hire the same skills from further afield and for a lot less money.
On the first point, I can tell you that my company is engaged in a whole process of rethinking the working environment post COVID and I know among a few of my clients a number of companies who have decided to maintain remote working.

On the second point, it has already started. You just need to call your bank and hear the Indian accent on the phone. That Indian gentleman is not your neighbor but someone who actually lives in India.
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Gospel
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Re: Post COVID work environment for those who haves productive tools that can be carried anywhere

Post by Gospel »

TheFrog wrote: Fri May 07, 2021 6:56 pm
Gospel wrote: Fri May 07, 2021 5:22 pm Haven't read the piece but I rather suspect it's full of fluffy language about work life balance and all that wholesome stuff but at the sharp end when restrictions are dropped anyone that wants to get on will struggle to do that through remote working. I think it's much more likely that those showing up at the office will be favoured over those literally phoning it in.

Of course the other side of this is in how companies who commit to a remote, flexible working structure will have less of a need to pay to support first world lifestyles when they can hire the same skills from further afield and for a lot less money.
On the first point, I can tell you that my company is engaged in a whole process of rethinking the working environment post COVID and I know among a few of my clients a number of companies who have decided to maintain remote working.

On the second point, it has already started. You just need to call your bank and hear the Indian accent on the phone. That Indian gentleman is not your neighbor but someone who actually lives in India.
Rethinking the working environment is certainly on the cards for many organisations but for as long as a physical office exists those showing up to it will have an advantage. I have read a lot of opinion about this in the case of the City of London and that maybe it's a bit too soon to proclaim the death of commuting.

Offshoring is going to bleed into more sectors and many of those people who have sailed through the pandemic unscathed might find themselves the long term losers once this all shakes out.

My wife works for Sanofi and she has just recently started to go back to the office and finds it so much more productive and less stressful.
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Re: Post COVID work environment for those who haves productive tools that can be carried anywhere

Post by Anonymous 1 »

The only real change for me is I'm going to be a born again biker. That will cut around 7 hours off my weekly commute
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Re: Post COVID work environment for those who haves productive tools that can be carried anywhere

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Some jobs require you to be in the office to be more productive, because you need an active cooperation with your colleagues in the same time zone and space. Other require that you have many opportunities to bump into colleagues to boost your creative and exchange a lot of information and ideas.

Some jobs require you to focus and being on your own helps an great deal. I do a lot of writing documents, and I am 200% more productive locked up on my own than in an office environment where each interruption is a delay and more importantly a distraction that can lead to mistakes.

My job involves a lot of work across time zones as well, and working from home allows me to start my day at 7am with calls to my HQ in France without having to worry about showering, shaving, dressing up and jumping into a car to get into the office. Effectively, I have converted the 2 hours of commuting I had before in two hours of additional work, with the result of being less stressed because I am now on top of what I have to do, without so much eating into my family time.

I think it will not be and should not be one size fit all. Like the author of the article says, it is about creating adapted environments to allow each task to be performed as efficiently as possible. Hence how some companies have moved to having several solution, with good old fashioned offices building where you can isolate yourself behind a closed door when needed, but also share a coffee with colleagues or organize meetings. They have also created opened collaborative spaces where creativity and exchange are stimulated. And finally, they allow people to work from where they want too.
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Re: Post COVID work environment for those who haves productive tools that can be carried anywhere

Post by Clouseau »

Gospel wrote: Fri May 07, 2021 9:02 pm
TheFrog wrote: Fri May 07, 2021 6:56 pm
Gospel wrote: Fri May 07, 2021 5:22 pm Haven't read the piece but I rather suspect it's full of fluffy language about work life balance and all that wholesome stuff but at the sharp end when restrictions are dropped anyone that wants to get on will struggle to do that through remote working. I think it's much more likely that those showing up at the office will be favoured over those literally phoning it in.

Of course the other side of this is in how companies who commit to a remote, flexible working structure will have less of a need to pay to support first world lifestyles when they can hire the same skills from further afield and for a lot less money.
On the first point, I can tell you that my company is engaged in a whole process of rethinking the working environment post COVID and I know among a few of my clients a number of companies who have decided to maintain remote working.

On the second point, it has already started. You just need to call your bank and hear the Indian accent on the phone. That Indian gentleman is not your neighbor but someone who actually lives in India.
Rethinking the working environment is certainly on the cards for many organisations but for as long as a physical office exists those showing up to it will have an advantage. I have read a lot of opinion about this in the case of the City of London and that maybe it's a bit too soon to proclaim the death of commuting.

Offshoring is going to bleed into more sectors and many of those people who have sailed through the pandemic unscathed might find themselves the long term losers once this all shakes out.

My wife works for Sanofi and she has just recently started to go back to the office and finds it so much more productive and less stressful.
I don't understand why you're being so negative about this, people will not be forced to work from home full time. I know this are personal anecdotes but we allowed people to come back to work during the latest lockdowns as they were unhappy working from home, living in small flats with no real comfortable working space, living alone and getting quite desperate to see real people, wanting to be able to shut down after a day's work in the office and other reasons, such as your wife's. However I don't think them showing up gives them an advantage over others or you might have to explain it to me, because I'm a bit slow.

Full time remote working certainly has it's negatives* (and some companies have used it in the past for cynical reasons), there's a lot of things I miss from not being in the office. But there are some positives and not having to commute is a huge one. In my case I saved between an hour and an hour and a half a day, and didn't necessarily use it to work more, but to be able to pick up my youngest from school instead of hiring a nanny, helping her with her homework as well as her sisters, going for walks or to the market in the morning instead of being in public transport alongside sweaty people or sitting on my arse in my car getting angry in traffic jams, cooking in the evening without having to rush it, masturbating, picking up the guitar I had neglected for 10 years, or doing moronic things like checking out this forum on my phone and occasionally posting rubbish.

I guess we'll see if the post-pandemic hybrid thingy works. But it's not as if we were happier spending five days a week in the office. People were still moaning all day, for different reasons I concur.

Apologies for this long and rather dull post.

*One of the worst is the usual zealot bellends that send emails at 10 pm. It happened before, but now they expect you to reply.
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Re: Post COVID work environment for those who haves productive tools that can be carried anywhere

Post by Pat the Ex Mat »

It's not going away - my job involves working on office-fit outs and as soon as the bean-counters realise they can save millions in rental in CBD locations, it's a done deal.

Those in the "You'll lose your job/we need to work in the office 5 days a week" camp will end up losing staff to those companies who embrace flexible working

Teams still meet up in the office, you're just not chained to it.

A lot of the pressure comes from Middle-management who are seriously exposed as not contributing much in the new flexible workplace :nod:
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Re: Post COVID work environment for those who haves productive tools that can be carried anywhere

Post by MungoMan »

Anonymous 1 wrote: Fri May 07, 2021 9:29 pm The only real change for me is I'm going to be a born again biker. That will cut around 7 hours off my weekly commute
And conceivably, an inch or two off your waistline
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Re: Post COVID work environment for those who haves productive tools that can be carried anywhere

Post by MungoMan »

Clouseau wrote: Sat May 08, 2021 6:43 pm
Gospel wrote: Fri May 07, 2021 9:02 pm
TheFrog wrote: Fri May 07, 2021 6:56 pm
Gospel wrote: Fri May 07, 2021 5:22 pm Haven't read the piece but I rather suspect it's full of fluffy language about work life balance and all that wholesome stuff but at the sharp end when restrictions are dropped anyone that wants to get on will struggle to do that through remote working. I think it's much more likely that those showing up at the office will be favoured over those literally phoning it in.

Of course the other side of this is in how companies who commit to a remote, flexible working structure will have less of a need to pay to support first world lifestyles when they can hire the same skills from further afield and for a lot less money.
On the first point, I can tell you that my company is engaged in a whole process of rethinking the working environment post COVID and I know among a few of my clients a number of companies who have decided to maintain remote working.

On the second point, it has already started. You just need to call your bank and hear the Indian accent on the phone. That Indian gentleman is not your neighbor but someone who actually lives in India.
Rethinking the working environment is certainly on the cards for many organisations but for as long as a physical office exists those showing up to it will have an advantage. I have read a lot of opinion about this in the case of the City of London and that maybe it's a bit too soon to proclaim the death of commuting.

Offshoring is going to bleed into more sectors and many of those people who have sailed through the pandemic unscathed might find themselves the long term losers once this all shakes out.

My wife works for Sanofi and she has just recently started to go back to the office and finds it so much more productive and less stressful.
I understand why you're being so negative about this, people will not be forced to work from home full time. I know this are personal anecdotes but we allowed people to come back to work during the latest lockdowns as they were unhappy working from home, living in small flats with no real comfortable working space, living alone and getting quite desperate to see real people, wanting to be able to shut down after a day's work in the office and other reasons, such as your wife's. However I don't think them showing up gives them an advantage over others or you might have to explain it to me, because I'm a bit slow.

Full time remote working certainly has it's negatives* (and some companies have used it in the past for cynical reasons), there's a lot of things I miss from not being in the office. But there are some positives and not having to commute is a huge one. In my case I saved between an hour and an hour and a half a day, and didn't necessarily use it to work more, but to be able to pick up my youngest from school instead of hiring a nanny, helping her with her homework as well as her sisters, going for walks or to the market in the morning instead of being in public transport alongside sweaty people or sitting on my arse in my car getting angry in traffic jams, ...
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Re: Post COVID work environment for those who haves productive tools that can be carried anywhere

Post by Anonymous 1 »

MungoMan wrote: Sun May 09, 2021 2:51 am
Anonymous 1 wrote: Fri May 07, 2021 9:29 pm The only real change for me is I'm going to be a born again biker. That will cut around 7 hours off my weekly commute
And conceivably, an inch or two off your waistline
Im talking motorbike. Im already addicted to the exercise bike. Working within daily cycling distance would be perfect
Last edited by Anonymous 1 on Sun May 09, 2021 10:06 am, edited 1 time in total.
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Re: Post COVID work environment for those who haves productive tools that can be carried anywhere

Post by Working Class Rugger »

Clouseau wrote: Fri May 07, 2021 6:12 pm
ScarfaceClaw wrote: Fri May 07, 2021 5:26 pm It’s a tricky one. Even if people are largely working on computers there is still the informal interactions, the ability to swing around in a chair and ask WTF does this on the screen mean. Video calls, chat messengers can get very stilted and formal.

There has to be some balance between the two.
This.

My company (or at least it's senior managers) were very reluctant regarding teleworking or whatever it's called but the pandemic has certainly showed that it worked and that people didn't spend their office hours bludging or masturbating, or at least not the whole time. Production soared despite VPN connexions being pretty shitty and frustrating, we found other ways to work, things got quite creative. Being away physically from the colleagues one couldn't bear might have helped, there's never been so much information given from the top as before. And this will be a record year for us turnover wise, for various reasons.

Downsides of course are the lack of informal interactions as said, video calls are increasingly tiresome, being away from the office hotty can be frustrating, it's hard to be creative long-term, and one might miss the hilarious pratical jokes inflicted upon the aformentioned colleagues.

We're heading for a hybrid, best of both worlds solution, 3 days a week in the orifice, sorry, office, 2 days at home (or wherever). :thumbup:
Seems to be the case for most people I know who work in office environments. My brother and sister's companies moved to work from home very early in the piece and are now planning to adopt a similar hybrid structure on a rotating basis. One week they're home for 3 days and in the office for two while the next it's in the office for 3 and home for two. They both seem pretty happy with it.
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Re: Post COVID work environment for those who haves productive tools that can be carried anywhere

Post by MungoMan »

Clouseau wrote: Sat May 08, 2021 6:43 pm
Gospel wrote: Fri May 07, 2021 9:02 pm
TheFrog wrote: Fri May 07, 2021 6:56 pm
Gospel wrote: Fri May 07, 2021 5:22 pm Haven't read the piece but I rather suspect it's full of fluffy language about work life balance and all that wholesome stuff but at the sharp end when restrictions are dropped anyone that wants to get on will struggle to do that through remote working. I think it's much more likely that those showing up at the office will be favoured over those literally phoning it in.

Of course the other side of this is in how companies who commit to a remote, flexible working structure will have less of a need to pay to support first world lifestyles when they can hire the same skills from further afield and for a lot less money.
On the first point, I can tell you that my company is engaged in a whole process of rethinking the working environment post COVID and I know among a few of my clients a number of companies who have decided to maintain remote working.

On the second point, it has already started. You just need to call your bank and hear the Indian accent on the phone. That Indian gentleman is not your neighbor but someone who actually lives in India.
Rethinking the working environment is certainly on the cards for many organisations but for as long as a physical office exists those showing up to it will have an advantage. I have read a lot of opinion about this in the case of the City of London and that maybe it's a bit too soon to proclaim the death of commuting.

Offshoring is going to bleed into more sectors and many of those people who have sailed through the pandemic unscathed might find themselves the long term losers once this all shakes out.

My wife works for Sanofi and she has just recently started to go back to the office and finds it so much more productive and less stressful.
... there's a lot of things I miss from not being in the office. But there are some positives and not having to commute is a huge one. In my case I saved between an hour and an hour and a half a day, and didn't necessarily use it to work more, but to be able to pick up my youngest from school instead of hiring a nanny, helping her with her homework as well as her sisters, going for walks or to the market in the morning instead of being in public transport alongside sweaty people or sitting on my arse in my car getting angry in traffic jams, ...
Even remote working from somewhere nearby makes the type of difference you described.

Until I retired mid-2019 I’d been working one day a week a twenty-minute walk or six minute drive (ta Ms MungoSpouse) from home. The comparison was a daily commute of, at the absolute quickest, seventy-five minutes each way to or from my usual office.

Liked that a lot, I did.
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Re: Post COVID work environment for those who haves productive tools that can be carried anywhere

Post by jdogscoop »

In a move that will be fairly commonplace in this part of the world, my organisation is implementing a flexible working policy that mandates a minimum two days per week in the office.

Areas of the business are free to stipulate certain days where employees in that area are expected to be in the office. Otherwise our staff can choose what days they want to come in.

I think it's the way forward, and a good way to go.
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Re: Post COVID work environment for those who haves productive tools that can be carried anywhere

Post by TheFrog »

jdogscoop wrote: Sun May 09, 2021 6:45 am In a move that will be fairly commonplace in this part of the world, my organisation is implementing a flexible working policy that mandates a minimum two days per week in the office.

Areas of the business are free to stipulate certain days where employees in that area are expected to be in the office. Otherwise our staff can choose what days they want to come in.

I think it's the way forward, and a good way to go.
This seems to be the trend, and to respond to a post above, CFOs might be disappointed to find out that they will not save that much on office space...

What is important is that companies take the time to think this through to adapt this to the jobs and jobs requirements.

The environmental impact could be pretty good too, as people will use their car less and do more sport.
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Re: Post COVID work environment for those who haves productive tools that can be carried anywhere

Post by Gospel »

Clouseau wrote: Sat May 08, 2021 6:43 pm
Gospel wrote: Fri May 07, 2021 9:02 pm
TheFrog wrote: Fri May 07, 2021 6:56 pm
Gospel wrote: Fri May 07, 2021 5:22 pm Haven't read the piece but I rather suspect it's full of fluffy language about work life balance and all that wholesome stuff but at the sharp end when restrictions are dropped anyone that wants to get on will struggle to do that through remote working. I think it's much more likely that those showing up at the office will be favoured over those literally phoning it in.

Of course the other side of this is in how companies who commit to a remote, flexible working structure will have less of a need to pay to support first world lifestyles when they can hire the same skills from further afield and for a lot less money.
On the first point, I can tell you that my company is engaged in a whole process of rethinking the working environment post COVID and I know among a few of my clients a number of companies who have decided to maintain remote working.

On the second point, it has already started. You just need to call your bank and hear the Indian accent on the phone. That Indian gentleman is not your neighbor but someone who actually lives in India.
Rethinking the working environment is certainly on the cards for many organisations but for as long as a physical office exists those showing up to it will have an advantage. I have read a lot of opinion about this in the case of the City of London and that maybe it's a bit too soon to proclaim the death of commuting.

Offshoring is going to bleed into more sectors and many of those people who have sailed through the pandemic unscathed might find themselves the long term losers once this all shakes out.

My wife works for Sanofi and she has just recently started to go back to the office and finds it so much more productive and less stressful.
I don't understand why you're being so negative about this, people will not be forced to work from home full time. I know this are personal anecdotes but we allowed people to come back to work during the latest lockdowns as they were unhappy working from home, living in small flats with no real comfortable working space, living alone and getting quite desperate to see real people, wanting to be able to shut down after a day's work in the office and other reasons, such as your wife's. However I don't think them showing up gives them an advantage over others or you might have to explain it to me, because I'm a bit slow.

Full time remote working certainly has it's negatives* (and some companies have used it in the past for cynical reasons), there's a lot of things I miss from not being in the office. But there are some positives and not having to commute is a huge one. In my case I saved between an hour and an hour and a half a day, and didn't necessarily use it to work more, but to be able to pick up my youngest from school instead of hiring a nanny, helping her with her homework as well as her sisters, going for walks or to the market in the morning instead of being in public transport alongside sweaty people or sitting on my arse in my car getting angry in traffic jams, cooking in the evening without having to rush it, masturbating, picking up the guitar I had neglected for 10 years, or doing moronic things like checking out this forum on my phone and occasionally posting rubbish.

I guess we'll see if the post-pandemic hybrid thingy works. But it's not as if we were happier spending five days a week in the office. People were still moaning all day, for different reasons I concur.

Apologies for this long and rather dull post.

*One of the worst is the usual zealot bellends that send emails at 10 pm. It happened before, but now they expect you to reply.
I am just condensing a lot of information I have consumed over the last year. I think working from home is great - that's why I disbanded my own office ten years ago and have never looked back. However I don't think it's as clear cut for the corporate sector where politics plays as much of a role in career progression as your ability to do the job.

Showing up and being seen as a go-getter has always benefited employees when it came to advancement. Pre-pandemic if you ever drove into London along the M40 in the morning you'd have noticed how many of the more prestigious cars were on the road much earlier than the Mondeos.

There's been a lot of opinion regarding the death of the office commute and how companies are reacting to the health and wellness aspects of a more flexible structure - which given my own experience I highly approve of however I am also fairly cynical about how this will all shake out.
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Re: Post COVID work environment for those who haves productive tools that can be carried anywhere

Post by TheFrog »

Gospel wrote: Sun May 09, 2021 2:33 pm
Clouseau wrote: Sat May 08, 2021 6:43 pm
Gospel wrote: Fri May 07, 2021 9:02 pm
TheFrog wrote: Fri May 07, 2021 6:56 pm
Gospel wrote: Fri May 07, 2021 5:22 pm Haven't read the piece but I rather suspect it's full of fluffy language about work life balance and all that wholesome stuff but at the sharp end when restrictions are dropped anyone that wants to get on will struggle to do that through remote working. I think it's much more likely that those showing up at the office will be favoured over those literally phoning it in.

Of course the other side of this is in how companies who commit to a remote, flexible working structure will have less of a need to pay to support first world lifestyles when they can hire the same skills from further afield and for a lot less money.
On the first point, I can tell you that my company is engaged in a whole process of rethinking the working environment post COVID and I know among a few of my clients a number of companies who have decided to maintain remote working.

On the second point, it has already started. You just need to call your bank and hear the Indian accent on the phone. That Indian gentleman is not your neighbor but someone who actually lives in India.
Rethinking the working environment is certainly on the cards for many organisations but for as long as a physical office exists those showing up to it will have an advantage. I have read a lot of opinion about this in the case of the City of London and that maybe it's a bit too soon to proclaim the death of commuting.

Offshoring is going to bleed into more sectors and many of those people who have sailed through the pandemic unscathed might find themselves the long term losers once this all shakes out.

My wife works for Sanofi and she has just recently started to go back to the office and finds it so much more productive and less stressful.
I don't understand why you're being so negative about this, people will not be forced to work from home full time. I know this are personal anecdotes but we allowed people to come back to work during the latest lockdowns as they were unhappy working from home, living in small flats with no real comfortable working space, living alone and getting quite desperate to see real people, wanting to be able to shut down after a day's work in the office and other reasons, such as your wife's. However I don't think them showing up gives them an advantage over others or you might have to explain it to me, because I'm a bit slow.

Full time remote working certainly has it's negatives* (and some companies have used it in the past for cynical reasons), there's a lot of things I miss from not being in the office. But there are some positives and not having to commute is a huge one. In my case I saved between an hour and an hour and a half a day, and didn't necessarily use it to work more, but to be able to pick up my youngest from school instead of hiring a nanny, helping her with her homework as well as her sisters, going for walks or to the market in the morning instead of being in public transport alongside sweaty people or sitting on my arse in my car getting angry in traffic jams, cooking in the evening without having to rush it, masturbating, picking up the guitar I had neglected for 10 years, or doing moronic things like checking out this forum on my phone and occasionally posting rubbish.

I guess we'll see if the post-pandemic hybrid thingy works. But it's not as if we were happier spending five days a week in the office. People were still moaning all day, for different reasons I concur.

Apologies for this long and rather dull post.

*One of the worst is the usual zealot bellends that send emails at 10 pm. It happened before, but now they expect you to reply.
I am just condensing a lot of information I have consumed over the last year. I think working from home is great - that's why I disbanded my own office ten years ago and have never looked back. However I don't think it's as clear cut for the corporate sector where politics plays as much of a role in career progression as your ability to do the job.

Showing up and being seen as a go-getter has always benefited employees when it came to advancement. Pre-pandemic if you ever drove into London along the M40 in the morning you'd have noticed how many of the more prestigious cars were on the road much earlier than the Mondeos.

There's been a lot of opinion regarding the death of the office commute and how companies are reacting to the health and wellness aspects of a more flexible structure - which given my own experience I highly approve of however I am also fairly cynical about how this will all shake out.
You seem to have a very old concept of how companies monitor employees' performance. Reminds me an old propaganda slogan from the "Parti Congolais du Travail" dating back from the 70s, as the government was battling with people who would turn up to work but not productive. The slogan was "8 hours of work, not 8 hours at work!"

Well, I think it hasn't aged, and if some old fashion managers need to see people around them to have the feeling they actually have a job to do, this pandemic has forced companies to reassess how they evaluate their employees' productivity. And it is no longer how many hours you appear to put in, but what you really deliver.

What is harder to do though is actually assess the workload of an employee. You can assess his/her output but the workload is more difficult to measure, especially when employees work in an asynchronous manner.
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Re: Post COVID work environment for those who haves productive tools that can be carried anywhere

Post by towny »

Leinsterman wrote: Fri May 07, 2021 6:14 pm Read Bullshit Jobs by David Graeber!
I reckon a load of us fit into that category
I’m going to check that book out! 👍
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Re: Post COVID work environment for those who haves productive tools that can be carried anywhere

Post by towny »

jdogscoop wrote: Sun May 09, 2021 6:45 am In a move that will be fairly commonplace in this part of the world, my organisation is implementing a flexible working policy that mandates a minimum two days per week in the office.

Areas of the business are free to stipulate certain days where employees in that area are expected to be in the office. Otherwise our staff can choose what days they want to come in.

I think it's the way forward, and a good way to go.
Think we are doing the same.
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Re: Post COVID work environment for those who haves productive tools that can be carried anywhere

Post by towny »

TheFrog wrote: Sun May 09, 2021 1:18 pm
jdogscoop wrote: Sun May 09, 2021 6:45 am In a move that will be fairly commonplace in this part of the world, my organisation is implementing a flexible working policy that mandates a minimum two days per week in the office.

Areas of the business are free to stipulate certain days where employees in that area are expected to be in the office. Otherwise our staff can choose what days they want to come in.

I think it's the way forward, and a good way to go.
This seems to be the trend, and to respond to a post above, CFOs might be disappointed to find out that they will not save that much on office space...

What is important is that companies take the time to think this through to adapt this to the jobs and jobs requirements.

The environmental impact could be pretty good too, as people will use their car less and do more sport.
Hot desks + flexible working and the CFO can find big savings.
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Re: Post COVID work environment for those who haves productive tools that can be carried anywhere

Post by Magpie26 »

Our management has been pretty clear that we will not be working the same way we were before.

We already had quite flexible working conditions with employees being actively encouraged to work from home one day a week and in our department we already had hotdesking. That is only going to increase in the future.

Generally things have worked pretty well though the point in the article about Product innovator resonated pretty well with me. This is basically what I do (think I have around 20 published patents :) ) and it is noticeable that while the team work is being done, the rate of innovation is clearly slowing down due to the lack of stimulation, brainstorming and interaction. Very hard to do remotely.
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Re: Post COVID work environment for those who haves productive tools that can be carried anywhere

Post by Anonymous 1 »

towny wrote: Sun May 09, 2021 7:27 pm
TheFrog wrote: Sun May 09, 2021 1:18 pm
jdogscoop wrote: Sun May 09, 2021 6:45 am In a move that will be fairly commonplace in this part of the world, my organisation is implementing a flexible working policy that mandates a minimum two days per week in the office.

Areas of the business are free to stipulate certain days where employees in that area are expected to be in the office. Otherwise our staff can choose what days they want to come in.

I think it's the way forward, and a good way to go.
This seems to be the trend, and to respond to a post above, CFOs might be disappointed to find out that they will not save that much on office space...

What is important is that companies take the time to think this through to adapt this to the jobs and jobs requirements.

The environmental impact could be pretty good too, as people will use their car less and do more sport.
Hot desks + flexible working and the CFO can find big savings.
the thought of hot desking pre covid was bad enough
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Re: Post COVID work environment for those who haves productive tools that can be carried anywhere

Post by towny »

Anonymous 1 wrote: Sun May 09, 2021 7:42 pm
towny wrote: Sun May 09, 2021 7:27 pm
TheFrog wrote: Sun May 09, 2021 1:18 pm
jdogscoop wrote: Sun May 09, 2021 6:45 am In a move that will be fairly commonplace in this part of the world, my organisation is implementing a flexible working policy that mandates a minimum two days per week in the office.

Areas of the business are free to stipulate certain days where employees in that area are expected to be in the office. Otherwise our staff can choose what days they want to come in.

I think it's the way forward, and a good way to go.
This seems to be the trend, and to respond to a post above, CFOs might be disappointed to find out that they will not save that much on office space...

What is important is that companies take the time to think this through to adapt this to the jobs and jobs requirements.

The environmental impact could be pretty good too, as people will use their car less and do more sport.
Hot desks + flexible working and the CFO can find big savings.
the thought of hot desking pre covid was bad enough
i don't mind it. It's much more tidy, but it sucks when there's no spaces and you end up on shitty beanbag that's taking up as much room as two desks might.
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Re: Post COVID work environment for those who haves productive tools that can be carried anywhere

Post by Jerome Manning »

It requires your company to have amazingly good people.

If there are no penalties for slacking off, people do. My work from home shifts comprise of me starting two hours late and and knocking off three hours early. I always make sure to take a decent lunch break :thumbup:
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Re: Post COVID work environment for those who haves productive tools that can be carried anywhere

Post by DOB »

Sefton wrote: Fri May 07, 2021 6:28 pm I hated working from home, the line became blurred and I kept going back to the laptop.
I’m hating it more and more as time goes on. Trying to get 8 hours done while making sure a pair of 5 year olds paid attention to their zoom class was bad enough, but somehow it’s even worse now that they’re in class and I have to fit school runs (with all the making breakfast, getting the dressed etc that goes with) into my working day.
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Re: Post COVID work environment for those who haves productive tools that can be carried anywhere

Post by TheFrog »

Jerome Manning wrote: Sun May 09, 2021 11:15 pm It requires your company to have amazingly good people.

If there are no penalties for slacking off, people do. My work from home shifts comprise of me starting two hours late and and knocking off three hours early. I always make sure to take a decent lunch break :thumbup:
If you have the desired output in terms of deliverables, who cares? It just mean you weren't productive in the office and wasting a lot of your time hanging around or browsing internet.
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Re: Post COVID work environment for those who haves productive tools that can be carried anywhere

Post by TheFrog »

DOB wrote: Mon May 10, 2021 1:31 am
Sefton wrote: Fri May 07, 2021 6:28 pm I hated working from home, the line became blurred and I kept going back to the laptop.
I’m hating it more and more as time goes on. Trying to get 8 hours done while making sure a pair of 5 year olds paid attention to their zoom class was bad enough, but somehow it’s even worse now that they’re in class and I have to fit school runs (with all the making breakfast, getting the dressed etc that goes with) into my working day.
How did you do when you had to go to work and to do all these things with your kids (i.e. breakfast, getting dressed, school run)?
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Jerome Manning
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Re: Post COVID work environment for those who haves productive tools that can be carried anywhere

Post by Jerome Manning »

TheFrog wrote: Mon May 10, 2021 2:53 am
Jerome Manning wrote: Sun May 09, 2021 11:15 pm It requires your company to have amazingly good people.

If there are no penalties for slacking off, people do. My work from home shifts comprise of me starting two hours late and and knocking off three hours early. I always make sure to take a decent lunch break :thumbup:
If you have the desired output in terms of deliverables, who cares? It just mean you weren't productive in the office and wasting a lot of your time hanging around or browsing internet.
well yeah this. My department could easily chop 5 out of the 20 total people out - and it would improve productivity because of the increase in talent density. My job feels like middle class welfare.
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Pat the Ex Mat
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Re: Post COVID work environment for those who haves productive tools that can be carried anywhere

Post by Pat the Ex Mat »

towny wrote: Sun May 09, 2021 7:27 pm
TheFrog wrote: Sun May 09, 2021 1:18 pm
jdogscoop wrote: Sun May 09, 2021 6:45 am In a move that will be fairly commonplace in this part of the world, my organisation is implementing a flexible working policy that mandates a minimum two days per week in the office.

Areas of the business are free to stipulate certain days where employees in that area are expected to be in the office. Otherwise our staff can choose what days they want to come in.

I think it's the way forward, and a good way to go.
This seems to be the trend, and to respond to a post above, CFOs might be disappointed to find out that they will not save that much on office space...

What is important is that companies take the time to think this through to adapt this to the jobs and jobs requirements.

The environmental impact could be pretty good too, as people will use their car less and do more sport.
Hot desks + flexible working and the CFO can find big savings.
<45% Occupancy is the target for the office I am building
towny
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Re: Post COVID work environment for those who haves productive tools that can be carried anywhere

Post by towny »

Wow!
That seems like a low number.
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DOB
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Re: Post COVID work environment for those who haves productive tools that can be carried anywhere

Post by DOB »

TheFrog wrote: Mon May 10, 2021 2:59 am
DOB wrote: Mon May 10, 2021 1:31 am
Sefton wrote: Fri May 07, 2021 6:28 pm I hated working from home, the line became blurred and I kept going back to the laptop.
I’m hating it more and more as time goes on. Trying to get 8 hours done while making sure a pair of 5 year olds paid attention to their zoom class was bad enough, but somehow it’s even worse now that they’re in class and I have to fit school runs (with all the making breakfast, getting the dressed etc that goes with) into my working day.
How did you do when you had to go to work and to do all these things with your kids (i.e. breakfast, getting dressed, school run)?
I don’t fcuking remember, TheFrog. I don’t fcuking remember.

But I do remember that in 2019, when I got home from the office, I was home from the office. Now home IS the office.
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