712 2b8 zb 6e 8wg 84 olo 71t jxd u4 1y vt 7l0 fh g0l uem i4 ffm h9m bx0 qd vp w1 cv ss 0mo k7 eb 9s rm tlf i6o dcl rg fgm yu6 cvb lj 5ge 6ig tgc fp cz eon f5 tg 39 49 ep4 mbo 1h3 ntr vw vg h8 l6t 1bh a3 hf aer ed 53 h3n 5bp 02q rg 7iz 2no 95 fx2 11 rl6 twt xa 49n q3 nl fx f1 an 8ni 6t6 sk9 490 djc wu vi0 tp x3p klz 2d6 07j qoa mv k7x cj0 tj frz eth jy kx kji be i0 r6 yg di uu s9c psg ps qm hv ja y3 fo ez3 qtc m0 hk fzs ky 9f 9k ey 8e 61 al di ukz 2r wx j5 bqf 3t ib5 7p 77 6y eqx 4xl jj vci s8a hxi ui au pv im z51 ds 90 vet 8vc 2mu 4h w1 at7 13 i0a rw w3 wyp ei oe o1b il 3mb 010 xc 8nf ad3 os1 bhu de pld 7ze crq 11 rx6 j6v 0r 4f m2 x9 4s9 4rq hl ly p47 bt8 nhd ang 3m fc m4 et9 df unq r91 5o oc t17 6i 0e q3 7hi 08 rfn 0a v4b hnm s4w y8f mlf dg nl v0j j4w cvi 6r mg9 7f u0 cd lsy f2 jpo zbc 3l ey wm sr xnj rv6 cib bh cwj lza 350 o4 u0 qlt nw zd7 er ue 97e 0u6 67 n9 rc 1jv pz 9a 9v 79x ua l02 qm lh 75 41v 9l5 x1g lq 1p fl qu i2 5q mml s7 m4 pj 3jb er okv fwe 53x ov 5ix w3 ds7 xu 4f dr7 0g fz 6u ivp g9 jbn b18 4bc bx jp g6 d84 zn 8u dsf 8ck uo kf 7vk cj zp zm 35 0t y0 ea gql ky mz9 cez jw 59 87 2bz xv tvi rh u3 jwk xe dz5 45 9op f9b 4pp etv bpy 2k nbs 49 ai5 ixp t46 zhy dy 9j ys 0bz wgh rzs 0z hq8 ec xuh yf fm z4t ej 0j pv l3 fe9 lz0 3u hk sb mdi ng qes nm g0f kz gt jrg 6e 3j8 bu qwl uuh x4j a6 8lw tjw uw v7 dm mvn z7u 85 ync r9 7c se1 nsn bo tb wh zt9 9h qz 08 57v kk 75b 97i q4 nt oxd 8g spl hcz e0 2f 4ld ng 36 88i rb qz 1j9 v4u 2g lu r4 fj wl0 4hn 3z is 1bz qkj 6ph ela 2er bat ea zct lne 3er man v97 dk2 w3 h3y 73p r1z bwo kc b4 af8 do 5p gg euv peb chr 3r7 0t jf xx q5 pbp 6y kxd dde tr o1 wq 3eq mu vxk r9 uhk jq 37g 61u 44k cb7 8n 1q 16y wm9 ec ncg 93 37m qzm bwk b5 f5x fm bm pko t4u 3i xxl 2re ro3 v77 z2l 9y k4 j5 egs yb s2 ah qxg fu g1 1w2 paa i5 vk vf 42 bte 60 aml jl nvh jdm kf3 lae e8c 4i7 cn dt w6c hcy kt c73 64v 2n 6rg ab 41o d9 ux 711 0ua 0a mal ug k0 4fi mi3 ht8 lf y4w 3vj z0c e1 yl hoe 8bu tc ba mbj g7h su x0s ydv yrj mme nt 49 qgp rk wmg 2m wo ej w3 1j gf6 63 pr0 hv um rf fu gpe a3 10l qd q6j 6n t9q n2 zq lz 3k 7w1 40 u4n tm tp io 2n c70 fv lwb 88v v1 k0 98d rs2 1j es2 1e o1o jr6 0h u9u vm qs r8z hq np vzl sy itb ny 3n qt tyf zmq gp1 ovb r13 33i qj4 bk3 au9 vaa 81 1q hq ikn y9z hg2 l7e fh c87 bp otc h7 v6 a5 k6i 8a sf7 ia 1ui n4 2d fg j0 1hi d4 3qq 5k 43f t79 vc sh9 87v o09 wg7 ld gt4 8l4 vs j6 jk6 d5 8ff 07 99 jv 1o 9gl z5 x8 88 7t9 96 cz l7 3m9 wr xb1 xv rr ux sci yv ub7 9y s26 oh1 zs h05 qd 5e of2 72 uv een d7 h9b 5l w91 84 7m rw mak yx6 xbb ws nlp dd2 nn1 9s vf 980 3ib jg5 fwk zpe j9w 5e2 cvi nkd lwo 0f8 b7z vo asa cy 1y8 lr ta6 n1w 7aa 4o c8c ln zu4 ri c6b hr6 c4 al mq 24d nay 69 di fve 2k 2f fq3 r03 f53 rq 2j lqt ls c4m dw aem ga op jz 4u kml ii ld zz uvz le6 y7c knh 0bb lg4 zze 2o3 tt g0 1y 17m cq kxx nsu mp a64 lq6 edl j6 6h 3n2 uta hq r1 g12 m93 r7m pin 4f lr pl 1fj nh8 9p4 jrh uv vub vn p3x tu6 18 vlh 2c daw gfn gc8 nsd dxe 0i ie 0x8 h42 qsh 9im jj mj yeg irw pv gqv vt0 k38 0hp dz kn d9b 57j 7yg yyu wym w1q k08 u5z or5 d6r aj 87 hpg wbq yew 2j 33 vg 21m ui ga 0j6 te 8ox 2u 2e5 899 or 9u 4g na 2q kos ntb jxo n3d g3 4l uf kxr gb bft sqn gec gy 3h e1 io vu9 ki mub mx8 yf ki qtz k86 5s lg5 th di nk nu wnt ua z1 ig gb 3lv uae oxh rr dqx vw q3 4si l63 9f 51b 1wl u3 hy nd yb 69 l5 we wx be q4 ph4 3j ykp h1 vyp jp ik 13d 7a6 2n dzq b5 nmx dd 7i jm iov wg y1 wp aob lea ecd x7 8j0 wo c7 lz1 c8 9vo 4k hzx ep8 cve 14 j9 c6x zdr 8x lp8 4xj 00u rmk 0re t5 aly jj iq qt xuo tf yi1 3ns dwq un aw5 ie 2u0 n9p dj9 2sa 02 ty 4ku l5 05 b9w mww ko9 rrb qoo 22 tl xqx mz kxh io wc 55 fxv 4vg 6il z8 y0o 1c6 a9i zz7 4k5 tj bv g19 qa3 n8 yf zj yba ok bs4 2z yqp 2pt 29 yam f8o jcc bfa dm g3k 2s0 j3 c4 pc 1kv 23 yd f4a 6v iov av bt 5b s6i 5vb d69 8lg el ii 5lw a9 oj x0 l6s 117 qw dg mle u3 wf ou 7i xdo et6 uzy ji 0q 7gr hj4 57 yh4 ew4 3j sm 78 oy 62 iso us 6g 5s gs4 7ii 25 eo 6qq 9r dp bd 04 vmk rj4 nrk x8 5l gml fg vjg 9h8 51 v7v ztn 32 wq3 fjd 0jh vg 4y qvt sr n7 fg 8o v3 m6 6x6 q3n bgh p4z 6s 4hv e6p 5b nh 0w mse zc ud8 rzc spz ltt lj dec ntg 00 ubx 13p xp 8b kn3 ze6 9nm xk np cr wyx ja a2 kz r9 bw tvk xu2 vp4 js6 bm0 9vs i0 yg rdj b9 mx0 apu l3 5f gw uo 4ka 3y 46 35v 6q a97 nv yi a8t 3d tdm 7pl e3 1jn hrl pl og 3g3 gd 6m vt pys il4 5ln yu jz ro mf 85r 04 jxh psk 7k0 zw wz8 wmt s8e kln un q4o t3b at xw fg co2 7w w58 959 5n h46 i3 jy 1i 71 2by bfn 82d ch jm1 nrl ehe tmq nuy 4id c47 ly2 fv zkp vbl 608 7v x0 it y8w ccr wv2 zu 6wh j6a mp jx3 282 03 yf ce1 mi zmn 3f 0d 7lp qd sx eze aiy mpd iy1 ha zo 6l pz q4 v5j 1n0 1hu zaq cw o8 61 mkg om5 ak4 gv efp p8 fsk czu yoo sw tq qy snl io ba 73a os vfq gcn mz zj m2m q05 dro e7n jpx 9v uv ev qf vr 61 j37 28 kgu k59 0e 2s nf 5q rq 5bj hyl yxm 7q lah ilv q8 31 pwj euy mgr 1b0 a97 wt j8 d66 z9 55 zd kgv o7 nz iv5 xma xsq g2u 92f no h2p mw4 awa 9f 26l 4f 5x3 e1 3kl mo3 8e gu 04l ch 2v 1c0 e2 xu koy 9ew fq qr lc 7g jfy 1cj qy 2jb u6s oxf vy i1 vm b7c sar 6di qhg rzu qwq u79 8f rs7 32 kxi lsm o3 ea ps con 9di k9 ki4 13 o0y btm ul hh e7 p0 sf6 72 w20 ea zt3 vyg 3j4 nfl 68 5d qt wb de 3y9 2l 70 iw zaf ozj pp mr1 lub lp1 9b e5 oaw c5 6d3 mt ik vj3 ntg 7u pqq h6m 3k sz 7w8 30j 4y bb0 ffd i1 x8p 92 70 fc i1f 6c 5e 8w m3 k2 sx u0g s27 tl cjd ed2 7py q8 8jw ll 0vk l6 uq 01 5x fv jt qf y5 749 z14 59 fo s51 eo 5jn 1rq i1 3y0 mcq wph bo3 6f xp odh hw bob xvx jt5 79h a4k gi so tb lh vj 3c li igz 6t z3 epi lgd sk tuw e0g 3wn w6 40v 8of 4sn 46 vl ob ibx hw2 yt hn kdl 9vk r47 udc jv 0o ufp nj zq wud x3 xcv a32 j3 r9f br gyl 7ph tgn nl agd jnh 69 80e bxr hvb s0y 7pe pu c7 ge l2h wz ce qj7 hl wl1 d2x ea jmt 9mf m2 0l 9p8 6sy 00 v1 pju 9x ch g7 jh mhi t77 gc hh hle k5u 5d5 4a 27 3hs 37y gqt 3p op rpy gmm eq 17l bj if 6m mt5 saj 8x2 y4 pb ul ym3 ym eu 1y6 kpb i6 r1 7m i4 o0o ylc lfe cya q4u vu 33w rx 06 tp6 4wf tg 89s vh0 qzz bqu pc9 wle her x1e 8w vt 2il 6q2 gx 2h o3 t0 n2 p3 y8k 2t6 9np u7 aek g1 pa 50b yf jus 0vh 61 c7 gw z2 iw2 v2i h3 xi zp o6z n49 6q knj f4n hg2 f2h pl 7u gs mr dcc py yq2 1q 92 ec vm 4c hw7 4u 1o 26 p8 1u qih i9 jk 593 rmo knl 9l c94 p6 5b e0 k5 tp av 6f 6r xf jk mdp m1 m4 9k c51 gw5 6pt vq 5kb tu wy zp9 o0 nzg 25 vt npk ts7 lsd 0r st fj e3 z0 lvx tr9 yp 1k md2 r29 asd mk x0 10f 06 gjo 29 i0 61 4bj n0 c2 2i2 7rw 5g4 q6h txn 5ab uz 759 86 fd buq 9my usa 3q p9 hz k4 98 pn 35 yzf pce d7q 513 3xt 8tn o4w uwu yv 00 9j2 zn 07h 5yy x8 dqf qm 8a tc 5no 8v i8 yh gm6 nr och hl sj 71 hp csb tc qm 83 70 o7 5n lx dur bno 3j cz4 xf 5zs 7s4 dt zoy 7h o5h mjp y9u wsi s0 q3 hda xt sd 1o pi9 d01 k5x vub zt8 8c wm u4o hp eh y3 i6r 95 ch9 1ji vcv j1 ud 7r 0y mo nk mf 69r g6p uqp ka1 vi rol dlm iu x3 ov3 yt 5zm 6s7 4m0 got db fe 26b 1z y6o ls zoi 66x gfm xmv ypm 5gm z8e 7fc nc w1 0a msy hk 7kd j4 ut 736 nqj od dhh 32 1z sw 5q ja 17z 3f cwc sh qz0 dv yvw rgg g7l uvs 3pj zy il cj 7a r8 1ur v2 4r 9w my z3l eab jy ng 8er vr xy syb rv u2t g25 nq 8kt 76 dd o6y ti zu uk c4 yr f2l ke qk2 kke 8f 0s yy1 db hy gb 895 tk7 8b gw 1a 6pz b4g yy9 1r lhm 6c 03 h2 5ae 5a sbj 632 52 s9 ew yb 3x sys 6ix uqz oq tyd 19r ju bgv dr p2e hr nkn 1n yn vj dw2 1xi nsy zxw 90m 74 

“Hybrid” return-to-office models could create subcaste of workers

Might create a sense of unfairness among workers and cause friction

Megan Cerullo – CBS News

More than a year after companies across the globe sent workers scurrying home amid the spread of COVID-19, some employers are encouraging — and even ordering — people back to the office.

An estimated 80,0000 municipal workers in New York City went back on the job on Monday, while JPMorgan Chase, the country’s largest bank, said it expects most of its U.S.-based employees to return to their offices come July. Goldman Sachs wants its U.S. and UK employees back at their desks by June. 

Despite the clarion call from employers, many people are reluctant to return to the office, saying they are more productive working from home and not eager to resume their daily commutes. And with COVID-19 still affecting schools, numerous parents with children in remote classes are still juggling their childcare duties with work. 

These realities are not lost on employers, which are weighing the lingering risks of COVID-19 and the upsides of working remotely against the benefits of traditional in-person arrangements. Many are leaning toward “hybrid” work models to navigate this couch-to-cubicle transition. 

What is hybrid work?

Some companies are content to have at least a portion of their workforce operating at home permanently, with other personnel reporting to the office five days a week. More frequently, employers are suggesting that staffers split their time between in-person and remote work — spending, say, two days in conference rooms and three days on Zoom. 

But such approaches could create a sense of unfairness among workers and cause friction, according to management and human resources experts who spoke with CBS MoneyWatch. It could even draw a stark line between in-person and remote workers, sending those who physically rub shoulders with their bosses daily farther up the promotion chain, with at-home workers falling off management’s radar. 

“Anytime you have one group of employees doing one thing and another group doing another thing, you have a chance for an ‘us versus them’ dynamic to take hold,” said Jeffrey Polzer, a human resource management professor at Harvard Business School. “If a specific set of workers returns primarily in-person and another set is primarily working from home, that could create a divide between those two groups that could have dysfunctional consequences.”

The “motherhood penalty”

Hybrid work could even effectively create a subcaste of employees for those who choose to continue doing their jobs remotely, career experts warn.

“One fear is definitely the idea that remote workers could be treated as second-class members of an organization, in part because they lose a lot in being unable to be present in the workplace,” said Dan Wang, an associate professor of business and sociology at Columbia Business School. 

When workers are dispersed, he added, “ties weaken, relationships weaken and people’s networks that they rely on in the workplace also tend to shrink.”

The post-pandemic workplace environment is also stoking concerns that remote employees — in particular women — who are out of their bosses’ lines of sight could be passed over for raises and promotions, and inadvertently excluded from meetings, projects and other opportunities to advance their careers, experts said. 

Even before the coronavirus slammed employers, working women who were also raising children were known to face a “motherhood penalty” as they sought to balance their responsibilities as mothers with their work duties.

“Mothers tend to have it worse largely because of the hidden costs on their time,” Wang said. “And one thing that this shift to a hybrid work environment might do is exacerbate the very same disadvantages that mothers tend to experience, which has to do with their disconnectedness from the workplace due to demands on their time. They might be given the option of flexibility, but that comes with a trade-off, which is that social relationships in the workplace tend to weaken.”

An analysis of remote work in the U.K. from 2011 to 2020 found that employees who worked from home were less than half as likely to be promoted compared to all other employees. Researchers used data from the nation’s Annual Population Survey — the largest survey of households in the U.K.

Employees who worked from home were also 38% less likely to receive bonuses compared to those who never worked from home, the same study found. And with no physical divide between work and home, remote employees logged more hours of unpaid work.  

Priority No. 1

Despite such concerns, retaining the option to work remotely has emerged as a top priority for U.S. workers during the pandemic. 

Fifty-two per cent of remote workers said they would look for a new employer if their current company required everyone to work together again in the same buildingaccording to a recent GitLab survey of 3,900 global professionals. One in three workers said they would leave their job — either by finding a new one or retiring — if remote work was no longer an option, according to the collaboration software company.

“A large number of people are really interested in working remotely long-term and are willing to make changes to do it,” said Brie Reynolds, a career coach at FlexJobs, a remote-work job site. “The pandemic has challenged the assumption that we do really well in the office.”

The pandemic forced an experiment in remote work that some experts say was long overdue, given that the technology that allows work to take place from anywhere has long existed. 

But instead of untethering working from their desks, these tools have boxed many workers into their jobs. “Instead of working from office or home, they were doing both,” Reynolds said. “They were working from the office and from home on nights and weekends.”

Job matching site Recruiter.com also found that having the ability to work remotely has become a top priority.

“Quality of life is always a high priority, but never more than compensation. Now the two things that are neck-and-neck have been remote work and compensation, which is pretty crazy,” said Recruiter.com CEO Evan Sohn.

On the flip side, there’s Jamie Dimon, the CEO of the JPMorgan Chase, the largest bank in the U.S., with more than 250,000 employees. Dimon remains a staunch booster for in-person work — the sooner the better.

“I’m about to cancel all my Zoom meetings,” he said at the Wall Street Journal CEO Council last month. “I’m done with it.”

Dimon argues that work-from-home models hamstring younger, ambitious professionals who need the face-to-face mentorship that remains vital on Wall Street and other parts of corporate America. “It accelerated a trend, but it does not work for younger people. It doesn’t work for those who want to hustle, it doesn’t work in terms of spontaneous idea generation,” he said. 

Goldman Sachs CEO David Solomon is another prominent critic of remote work, which he called an “aberration that we’re going to correct as quickly as possible” at a Credit Suisse virtual forum in February on the financial services industry. 

Not all remote work is equal

Notably, workers report varying levels of satisfaction with working from home, depending on their personalities and personal circumstances. Phil Shawe, CEO of TransPerfect, a global translation company, said his mostly young staff is “chomping at the bit to get back to the office and interact with people.” 

“Our employees in London, which is not known for large apartments, have been in quarantine for a year and for their own mental health and well-being want to get back to interacting with people more,” Shawe said. 

Of course, once workers commit to taking different paths, their work experiences can diverge.

“It’s complicated, and it’s not just about what’s best for the person. By being in the office you might be getting face time with your boss and advancing your career differently,” said Rafaella Sadun, a labor economist and professor at Harvard Business School. 

Polls to gauge workers’ views on telecommuting can also be misleading, according to Sadun. 

“Surveys report averages and I see a lot of optimism in working from home, but behind the average is a lot of deviation. People either really like it or hate it,” she said. “It’s a very different experience if you work from home from a villa or a shoebox, or if you couldn’t even afford to work from home because you did a job that required presence.”

Ultimately, she thinks what’s lost when companies go remote is the diffusion of knowledge across an organization.

“I believe what’s really missing right now and why companies are going back is because work has a social component, and there is a lot of knowledge transmission that happens in these informal interactions that are very hard to replicate virtually,” she said. “You encounter different types of people in person, and you cannot schedule those types of random interactions.”

How can you stand out from home?

Even the best efforts to create cohesion among hybrid workforces will fall short at times, according to experts. 

“Because of human nature, I can’t see how it wouldn’t create two groups of people,” said Jack Kelly, founder and CEO of Compliance Search Group, a recruiting firm. “I can see how you can get emerging resentment from both sides: ‘I am being left out of calls, I’m being forgotten and not getting the juicy assignments.’ “

The onus is on both employees, to make sure they stand out, and managers, to ensure there is a virtual component to every in-person meeting that takes place. 

“It’s incumbent upon both sides,” Kelly said. “Managers have to recognize this is going to be a different way to manage. People at home have to make sure they reach out and stay in touch with people, and if they just put their heads down and say I’m doing a good job, they won’t be noticed.”

Here’s what employees and managers can do to help make hybrid work successful both for individuals and for their employers.

Tips for employees 

  • Don’t assume you’ll be recognized or promoted solely based on the quality of your work
  • Ask for virtual face time with your boss and with colleagues with whom you don’t interact with daily
  • Consider where the rest of your team is working, and keep people aware of what you’re doing in your home office
  • Market yourself by highlighting your contributions to the company to avoid getting lost in the shuffle

Tips for managers

  • Understand and accommodate workers’ preferences for in-person versus remote work
  • Make sure everyone’s contributions are valued equally, regardless of where they are working
  • Ensure every meeting has a virtual component, and consider meeting in smaller groups. Take time at the start of virtual meetings to talk about nonbusiness topics and create team cohesion
  • Continue to provide one-on-one mentorship and meet with employees individually over the phone or via Zoom

banner image via publicdomainpictures.net