People used to make sardonic jokes about cubicles. Then cubicles disappeared in favor of the open office and somehow the jokes stopped, just as things got worse.

Gonna be honest, I prefer to be in an office over WFH, despite WFH technically having “advantages”.

Home is an awful environment to work in. I get less done, worse quality and in general dislike it more. While that’s technically a personal problem, it’s not fair to say no one would voluntarily work in an office 5 days a week. I do, and know multiple other people who do as well.

WFH when you’re just starting your career sucks. Both my internships and start of my FT jobs were WFH, and it made it near impossible to learn to work with a team, get information from senior developers, get IT help if there was hardware issues and a ton of other minor things that aren’t a problem for someone who had been working at the company prior to going 100% remote, but are huge sticking points for new hires.

Right?

To whom is this not obvious? Top talent has options.

Im open to in office. Just add 7.5k to base pay for each day in office provided it located in my relatively affordable location.

I did, best move ever

It’s a balancing act though. A lot of top talent is going to leave either way, so over focusing on them hurts everyone else. Mandatory return to office was a lot more costly than most companies hoped for though. It was essentially a lay-off, but it left companies with pretty much only the bad employees compared to a more traditional approach.

Also, when it goes south, they can pin the blame on the consultant instead of themselves.

That sounds like a low estimate.

If a manager can’t appear useful to their superiors, that’s 100% pay cut for them.

Because of the cost of the commute? Or because you expect to get a higher salary when applying for a non-remote job?

Edit: This is a genuine question, by the way, in case that’s why this is being downvoted.

When I lose this job, honestly, I’m fucked and it will be a nightmare because I’ll probably need to go into an office, and I’m in no shape for that.

Which is why you should be looking for another job that ticks all your checkboxes while you have this job.

You need to demand a raise. And keep working from home.

I also left after they ordered us back to the office.

The company (mid sized, a few thousand employees) was stagnant for many years and losing employees faster than employing them because of the bad management. Then they fired all the people (around 50) from a specific location that we were working with, very senior and really great, that i learned a lot from. From a team of 15, we were left 3. Then one of the colleagues got promoted to management, the other left, and I was the only one working on that product.

For context, the company had two very similar products, and wanted to migrate users of one to the other. Instead of providing a technical solution, I suppose they decided to simply make the support customers were paying for really awful, so customers wouldn’t renew.

Other than the lack of manpower to maintain the product, infrastructure and also deal with all the customer escalations, it was fine as a workplace… My direct managers understood the situation and made a lot of effort to shield workers from the shitty upper management. I wasn’t stressed at all, and just doing my job.

Then at the end of the pandemic, the company got bought by another. And things turned to shit… They fired a lot of people, especially management where they kept only the bootlickers of the new executives. I ended up working on 2 understaffed projects instead of 1 - both the product being replaced, and its replacement. And they made us come back to the office.

So I left.

Yep. I’m willing to make 10% less to be fully remote. Given the alternative is fewer days of sleep each year, plus many more in time spent grooming and transiting, then the cost of transport and lunch, to ultimately get less done, both at home and at work (with the same deadlines) I might even take 15-20% less.

Work/life balance is more important than money.

My company is based in CA, and employs me remotely from the Midwest. They pay me above average for my area, but less than they would have to if I lived in the Bay area where they are based. I feel like this works out for both of us! They even go so far as looking at the zip code of every employee when considering raises, and thus far (3 years) I have received an annual raise which is higher than the cost of living increase for my area.

In my situation at least, me working remotely benefits both myself and my company. I just can’t understand why so many larger companies are so adamant about return to office, especially ones in larger coastal cities.

Food and gasoline prices have skyrocketed. Infrastructure is a mess in most of the country so it takes longer and longer to get anywhere at peak times. Companies have cut costs in offices so they’re just crowded and full of distraction and germs. So yeah, lots of time and money is saved by working from home.

Yup. We got a new CEO, and they did a big push for productivity and enforcing our 3-day in office policy. My team had been on 2-day since the pandemic WFH policy ended, and my boss said we’d give it a try, and if it sucked we could go back. We had worse productivity, so we went back to 2-days in-office. The company policy is still 3-days in office, we just ignore it.

It really depends on your boss. A good boss can ignore stupid company policy, and a bad boss can ruin good company policy. My boss is one of the main reasons I took the job, and it’s also why I’m still here (I’m pretty sure I’m underpaid, and my boss is upfront about that, but I like my boss so I’m sticking with it for now).

Similar to my case. My manager is based in Europe, and he basically said that to him, I’m a remote employee whether I wfh or go to the office, so it doesn’t matter. And even for other team members in the same location as him, he doesn’t force them to come in.

Our director (my boss’ boss) moved out of the US so it doesn’t make sense for him to ask us to come in when he himself is remote. And he also told us that he doesn’t care where we work from.

We’re lucky our bosses aren’t old heads with outdated work principles. Barring any explicit orders from the very top, I expect to keep the status quo. And even then, I’m sure at least up to our VP will defy those orders.

Yeah our CIO started talking bringing cubes back. My manager, his manner and our director are pretty opposed to this. We do well remote and there are things we literally couldn’t do in the office. We’re in once a week-ish if it works out and if this forced our director would have to move back from multiple states over…. I don’t think they’ll make that move back if pressed and one co-worker expressed “fire me” sentiment if it comes.

you have to be willing to accept or embrace work from wherever.

I started working my current job at the beginning of the pandemic, so about 2 years full remote. The company didn’t die, my project didn’t die (it’s just me and the QA btw). I like to use this as example whenever i tolerate WFH/BTO discussions (which is as useful as arguing about cats vs dogs) with RTO gasslighters.

Now i have to go twice a week because… reasons.

If this would have surprised no one they wouldn’t have done it and just ate the cost of office spaec. No, there’s people out there who still think company loyalty is a thing and that fostering a “company culture” is actually viable.

No, it is just incompetence. There’s a serious disconnect between the people making the return to office call and the people dealing with it. The thinking is that, over years, the talent lost will be replaced and the backlash will subside and whatever reason they have for the RTO is more important than these.

The trouble with the software industry upper management is that they have never had to deal with an industry in trouble. They’ve been working in a rapidly growing industry for their whole career. Bad decisions matter very little in such environments so they think they don’t make any.

Nobody told them that they lose the more useful people first that way?

I think it’s more these companies invested millions into either building the offices or renting them (and can’t get out of the lease) so to make it worth while they’re having people come back.

One of my offices moved to a larger building across the street because there wasn’t enough room for FTEs and contractors to come in 3 days a week. The larger building still isn’t large enough even for just FTEs so they rented a floor of another building and are making contractors go to that building 3 days a week. They’re going to an office to still be remote lol. Talk about stupidity.

If they’re ok with the resulting technical shortfalls, cool. Another company degrades back into the mire of mediocrity.

But the reality is managers want to pick who gets laid off. It’s not that they want to just cut heads and reduce costs… upper management. may want that… but the actual managers want to keep their best and brightest. They know who the people are who get shit done, and they want to keep those people. Rto tends to have the opposite effect.

The reality is it is often the best employees, the most experienced employees, and some very high level employees who have the most confidence and are most willing to say " screw you, I know I can find a job somewhere else" And give the middle finger to the employer who’s trying to do an RTO plan.

Don’t be fooled by the headlines. Real businesses want to control who they let go. They want to have all the power in the relationship. They want to cut their lower performers and keep their superstars. RTO is about the worst head cutting program you could dream up.

They can just mandate RTO without actually calling it a layoff and know many workers will outright quit, and the business won’t have to comply with whatever local regulations are in place around layoffs.

It depends on where you live. In some countries, if they mandate RTO but your employment contract does not specify that you must work in an office, then that’s a constructive dismissal and you can go on employment benefits like unemployment insurance.

To do this without being a helicopter manager, state clearly to them what your goal is. Most employees will work with you if the end result is wfh without a nannycam. Explain you need a way to confirm work product in a way that management can approve of without being too invasive, and keeping on pace with in office work.

In truth, you should not care if they slack off half the day as long as they produce quality work product at a similar rate. Wfh is fewer interruptions and meetings, and means already they will have more “free” time. This is a management principle that is hard to accept, but insisting on the appearance of work is detrimental. Obviously this varies based on the type of work, but yours sounds like a software development situation. “so long as your reports are filed and your queue is cleared every 48 hours, your pace is up to you”.

Give them the rope to hang themselves with. Tell them that’s what you’re doing. Maybe one dev prefers to go easy then crunch for 6 hours on the 2nd of that 2 day cycle, for example.

Ultimately you cannot teach people to be responsible but you get far more positive results from treating people with trust and positivity than with skepticism and monitoring. That makes you less a team and more “the other”.

Obviously this advice may not apply in your situation but in general try where you can to apply this in principle.

I’m a tech manager with a 100% remote team of seven employees. We’re a very high performing team overall, and I give minimal hand-holding while still fostering a collaborative working environment.

First off, you need to make outcomes clear. Assign tasks, and expect them to get done in a reasonable timeframe. But beyond that, there should be no reason to micro-manage actual working hours. If some developer needs some time during the day to run an errand and wants to catch up in the evening, fine by me. I don’t need them to be glued to their desk 9-5/10-6 or for some set part of the day — so long as the tasks are getting done in reasonable time, I let me employees structure their working hours as they see fit.

Three times a week we have regular whole-team checkins (MWF), where everyone can give a status update on their tasks. This helps keep up accountability.

Once a month I reserve an hour for each employee to just have a general sync-up. I allow the employee to guide how this time is used — whether they want to talk about issues with outstanding tasks, problems they’re encountering, their personal lives, or just “shoot the shit”. I generally keep these meetings light and employee-directed, and it gives me a chance to stay connected with them on both a social level and understand what challenges they might be facing.

And that’s it. I’ve actually gone as far as having certain employees who were being threatened with back-to-office mandates to have them converted to “remote employee” in the HR database so they’d have to lay off threatening them — only 2 of my 7 employees are even in the same general area of the globe (my employees are spread in 3 different countries at the moment), and I don’t live somewhere with an office, so having some employees forced to report to an office doesn’t help me in the slightest (I can’t be in 6 places at once — I live far enough away I can’t be in any of those places on a regular basis!).

Your employees may have got used to you micro-managing them. Changing this won’t happen overnight. Change from a micro-manager into a coach, and set them free. And if they fail…then it’s time to talk to HR and to see about making some changes. HTH!

Work by setting goals, that’s the true essence of smart working I think

If people don’t work when you’re not around, then I’m afraid your workplace has a bad culture. And chances are you are part of a dynamic that makes others not work when you’re not there, even though that’s not your intention.

Check the literature on “employee empowerment “, here’s a link to get started: https://hbr.org/2023/03/5-strategies-to-empower-employees-to-make-decisions