Those who work in a fully remote role enjoy the best of all worlds. They save precious time by not commuting. They can pick times to work when they are most productive. And they’re also able to focus on family and household issues when needed.
This is interesting, and suggests that there is an unequal balance between some people's apparent presence and absence in the work place. In my workplace, we all spend a minimum of 2 days in the office. I think that creates a balance and ensures evening is seen and no-one is treated more visibly because of presenteeism...
The human effect is difficult to track with data and analytics, but it makes sense to me (I believe it to be the competitive advantage).
I understand that it is challenging to leave the comfort of one's home to venture into an office, meeting, and/or work site. The weather along the way can be treacherous, the people can be dramatic. Perhaps this is why it's called work;).
I can vouch for the reality of this remote work dynamic. I prefer working and around and with people as an extrovert. However, my situation requires me to live in a place with no viable local work. I know I’m being overlooked for my contributions and don’t think is likely to change. It’s a trade-off.
What are the specific studies referenced in this article? As a 10 year executive consultant I can tell you that our field has been predominantly remote for years prior to the pandemic and it did not effect promotions in the slightest nor the ability to communicate. If anything the pandemic trained more leaders to strengthen communication with a virtual workforce. Many of these types of articles that lack sources appear to be coming from commercial real estate lobbyists and the oiil companies.
Proximity bias is a well known challenge that leaders face even without the current circumstances that created our remote and hybrid work situations.
The study alluded to was from Envoy which actually pegged the number at 96%. But the exact number or exact study isn’t the point of what we wrote for today.
I don't think working on premise completely solves the Out of Sight, Out of Mind problem. What matters is knowing who you need to keep in regular contact with in order to 1) be most helpful to them, and 2) let them know what you're working on and more importantly, receive updates on your work product. These people may or may not work in the same location as you do. If you're a leader, your team may be spread out across multiple sites and states (like mine is). Regardless of on-premise or remote work, you have to come up with a plan and execute it daily when it comes to building relationships, i.e., your tracker is more important than your task list.
This is interesting, and suggests that there is an unequal balance between some people's apparent presence and absence in the work place. In my workplace, we all spend a minimum of 2 days in the office. I think that creates a balance and ensures evening is seen and no-one is treated more visibly because of presenteeism...
Is that a number you all gradually fell to, Dr. Thomas? Or was it a leadership decision handed down?
It was a leadership decision following COVID, I think - but it was generated from a staff survey, so I understand
Good morning,
The human effect is difficult to track with data and analytics, but it makes sense to me (I believe it to be the competitive advantage).
I understand that it is challenging to leave the comfort of one's home to venture into an office, meeting, and/or work site. The weather along the way can be treacherous, the people can be dramatic. Perhaps this is why it's called work;).
Thanks for your time.
Morning, Joe.
Are you supposing the in-person relationship is the competitive advantage?
Yes.
I can vouch for the reality of this remote work dynamic. I prefer working and around and with people as an extrovert. However, my situation requires me to live in a place with no viable local work. I know I’m being overlooked for my contributions and don’t think is likely to change. It’s a trade-off.
What are the specific studies referenced in this article? As a 10 year executive consultant I can tell you that our field has been predominantly remote for years prior to the pandemic and it did not effect promotions in the slightest nor the ability to communicate. If anything the pandemic trained more leaders to strengthen communication with a virtual workforce. Many of these types of articles that lack sources appear to be coming from commercial real estate lobbyists and the oiil companies.
Proximity bias is a well known challenge that leaders face even without the current circumstances that created our remote and hybrid work situations.
The study alluded to was from Envoy which actually pegged the number at 96%. But the exact number or exact study isn’t the point of what we wrote for today.
But, as you were asking for it…
https://envoy.com/blog/proximity-bias-in-the-workplace
Hello there.
We don’t write anything to support or tear down any lobbyists agenda.
Our goal is to share and encourage best practice leadership insight.
Read back through the near 1,000 entries we’ve published daily over the last few years and you’ll find a distinct lack of special interest motivation.
The first statistic about the number of remote or hybrid work situations among white-collar jobs looks to be everywhere and a simple Google search: https://www.google.com/search?sca_esv=600084738&rlz=1CDGOYI_enUS694US694&hl=en-US&sxsrf=ACQVn084cMNQspAwqZyPTpeA3djOO_X6Ew:1705765144145&q=What+percent+of+white+collar+workers+are+remote%3F&sa=X&ved=2ahUKEwj9mPKrpuyDAxXrkWoFHaKwAD4Qzmd6BAgQEAY&biw=390&bih=777&dpr=3
I don't think working on premise completely solves the Out of Sight, Out of Mind problem. What matters is knowing who you need to keep in regular contact with in order to 1) be most helpful to them, and 2) let them know what you're working on and more importantly, receive updates on your work product. These people may or may not work in the same location as you do. If you're a leader, your team may be spread out across multiple sites and states (like mine is). Regardless of on-premise or remote work, you have to come up with a plan and execute it daily when it comes to building relationships, i.e., your tracker is more important than your task list.