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Working from home — does the job get done?
During the pandemic, many companies suddenly had to make working from home work. Since then, some have continued with hybrid models, while others want everyone back in the office five days a week. Who is right? I wish I…
Working from home — does the job get done?
During the pandemic, many companies suddenly had to make working from home work. Since then, some have continued with hybrid models, while others want everyone back in the office five days a week.
Who is right?
I wish I had the answer. It would probably make a good consulting business. But I think each company needs to find what works for its people and its business.
Some jobs simply cannot be done from home. If you need to build a prototype or test something in the lab, the kitchen table is probably not the best place. Especially if the rest of the family would like to have dinner.
For our engineering team, hybrid working works well.
When we need the lab, we come in. When we have our weekly and monthly meetings, we gather at the office. We also get together for team lunches. Solving technical problems is important, but so is having a laugh over lunch.
Outside of that, my philosophy has always been fairly simple: as long as the work gets done and you take responsibility, I am less concerned about where you are sitting.
Of course, you also need to be available to your colleagues. Your own tasks might be under control, but someone else could be waiting for your help. We still need to function as a team.
I know this puts a lot of responsibility on each person. But I am happy to give people that responsibility. Our engineers have handled it very well, and I have not needed to give them a speech about how working hours are supposed to work. I suspect they appreciate that too.
I am personally not a big fan of a general requirement to be in the office every day. When large tech companies say they need everyone back to protect innovation, I am not fully convinced.
There is certainly value in being together. Ideas come up in conversations, and some problems are much easier to solve when you can look at something together. But I have also had good ideas outside the office. Occasionally even during office hours.
There are plenty of practical reasons to come in: equipment, software licences, testing, learning from colleagues or helping someone get started. Explain those reasons, and I think most people will understand.
For me, a lot comes down to company culture and trust. My starting point is that the people we employ want to do a good job. I trust them to do it, and so far, that has worked well.
I have seen other companies where this becomes a recurring discussion. People are difficult to reach, work does not get finished, and “working from home” seems to have received a rather generous interpretation.
Then you need to deal with it. Have the conversation, explain what needs to change and follow up. Some people need clearer expectations, and some might need a different working arrangement.
But if one person cannot handle the freedom, I don’t think the whole organisation should lose it.
As a leader, I need to be clear about what is expected, be available when people need support and deal with problems when they arise. In return, I expect people to take responsibility for their work and for the team.
If that works, I am happy to leave the kitchen table out of the discussion. Unless we need it for a prototype.
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