![]() Many workers are expressing anxiety about this generating an office in-group and a home out-group. One concern is managing a hybrid team, where some people are at home and others are at the office. They get to decide when and where they work, as long as they get their jobs done.”īut I have three concerns - concerns, which after talking to hundreds of firms over the last year, have led me to change my advice from supporting to being against employees’ choosing their own WFH days. One manager told me, “I treat my team like adults. Given such radically different views, it seems natural to let them choose. Question: "How do meetings compare by video call (Zoom, Teams, etc.) versus in person in terms of how efficient the meetings turn out to be?” Figure 1: Small meetings can work by video conference large meetings are best in person. In my research with Jose Barrero and Steve Davis we surveyed more than 35,000 Americans since May 2020 and our research data show that post-pandemic 32 percent of employees say they never want to return to working in the office. On the one hand, many managers are passionate that their employees should determine their own schedule. A matter of choice?īut another question is controversial: How much choice should workers have in the days they work from home? And attendees normally have to mute, leading to stilted conversations. People are allocated to smaller boxes in these situations so it is hard to see the faces and gestures of participants. In contrast, almost half of respondents to our research survey reported large meetings of 10 or more people were worse by video call. And since video calls for two to four people mean everyone occupies a large box on a Zoom screen, it is easy to be seen. But video calls save the travel time required to meet in person. ![]() In-person meetings are typically easier for communicating by visual cues and gestures. That chimes with the recent evidence from my research with Paul Mizen and Shivani Taneja that small meetings can be as efficient by video call as in person. Firms often suggest employees work two days a week at home, focusing on individual tasks or small meetings, and three days a week in the office, for larger meetings, training and social events. Hybrid arrangements balance the benefits of being in the office in person - greater ability to collaborate, innovate and build culture - with the benefits of quiet and the lack of commuting that come from working from home. In my research and discussions with hundreds of managers across different industries, I’m finding that about 70 percent of firms - from tiny companies to massive multinationals like Apple, Google, Citi and HSBC - plan to implement some form of hybrid working arrangements so their employees can divide their time between collaborating with colleagues on site and working from home. Issues of equity and equal treatment need to be carefully considered in a hybrid work arrangement.Īs businesses and everyday life slowly return to pre-pandemic activity, one point is becoming clear: The home office isn’t about to shut down.Before implementing hybrid policies, executives and managers need to think through the implications of how and when employees work remotely.Hybrid working arrangements balance the benefits of being in the office with the benefits of working from home.Dixon and Carol Doll Conference Room 320.Stanford King Center on Global Development. ![]()
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