*inhales*
*whispers*
be healthily suspicious of the movement to WFH because it seems to be driven through the filter of cost savings in physical office, liability and “localization” of salaries instead of a genuine belief in what’s better overall for workers (even if it is)...
*whispers*
be healthily suspicious of the movement to WFH because it seems to be driven through the filter of cost savings in physical office, liability and “localization” of salaries instead of a genuine belief in what’s better overall for workers (even if it is)...
and while companies and leaders may indeed be having a moment of epiphany about ways of working, they are almost certainly having an epiphany about how to secure 2021’s bonus pool in parallel, so workers would be wise to challenge their leaders in the following three ways on WFH:
1) how will we invest in my mental health to counterbalance the downside of physical isolation and distance from human beings given we are chemically wired to be together with others
2) how will we invest in creating opportunities for in person interactions with my colleagues if I desire them so I can deepen these relationships, expand my learning and understanding of them and they of me
3) how will we define and measure success as a company in the balance between remote and in person work, and how can I be sure that I am paid and rewarded per actual unit of performance such that my value is not discounted simply because of my geographic location?
