How much can you(r workplace) flex

Published on behalf of Mikal C. Harden, Co-Founder of Juno Search Partners.

I recently read (yet another) article touting how smart and strategic work-from-home policies were for your company — this particular one doubled down calling it the “WORLD’S! smartest management strategy. Take your workforce virtual!” I couldn’t help but cringe and then chuckle at the blanket over-statement.

I remember similar blogs about open floor plans and hoteling — the magical answer to cure stagnation — it was meant to spur collaboration, productivity, and increase the number of employees you could have per square foot, thus decreasing overhead. Then, of course, the script was flipped and we read blogs with the headline: “Help, I feel naked and exposed — my boss took my office. I can’t concentrate on anything!”

I believe we’ll see a similar trend in work-from-home policies.

Fifteen years ago (and more), the #1 offer negotiating point was always compensation. Salary was at the top of everyone’s mind. It was status, maybe? Our generation’s attachment to money and success equating happiness? I can remember thinking to myself, “If only I could get to six-figures…” I have no idea what I thought would happen @ six-figures, but it felt like something. “She commands a six-figure salary” they would say — and I would be happier.

Then came culture. “How’s the culture?” — they would ask. “Culture fit” was the first question we’d get — from candidates and clients, alike. Do they have fun? “ My friend went to work for a start-up and they have a ping-pong table and can wear jeans.” Companies, too, asked about “culture”- would they fit in?

Never mind salary, opportunity, growth, stimulation of the actual work — beer on tap! Ping-pong! Jeans!

And then Adam Grant warned us of groupthink…debunking the notion of hiring for culture fit…more on that here: https://www.forbes.com/sites/danschawbel/2016/02/02/adam-grant-why-you-shouldnt-hire-for-cultural-fit/#54a306d87eba

Then we met the do-gooders — capitalism became secondary, fun didn’t matter as much as PURPOSE! “I want to work for someone who gives a shit!” — they said. “The world is crumbling — it’s not all about money — does my employer even f*cking care?” — they said (they swear a lot). And companies responded: “Here! — here are pictures of us cleaning a garden for two hours on a Thursday afternoon — WE CARE! Come work for us.”

And now what do we hear before salary, culture, and the company’s social justice initiatives? Work-from-home and flex schedules. Nearly every single negotiation, these questions pop up first,

“What is the company’s WFH policy?”

“Do they offer flex schedules?”

That’s right — it seemed as though suddenly no one cared as much about money, fun, collaboration, or the fate of the world quite as much as they cared about losing the commute and staying in their jammies.

And here’s what we thought when we started fielding these questions: “Now these God damn Millennials don’t want to show up for work — they are too lazy to even get dressed and commute!” UNTIL, of course, we started to come around (we always do) — and also worked from home every now and again. And then we thought — “Hey, this is sort of nice. I didn’t have to spend an hour of my day commuting, I ran 3 miles over lunch, I put a meal together while on a call, and I watched my kids get off the bus for the first time ever!”

Slowly, we realized the “demands” were just transforming the way we viewed work and policies. Once again, we were challenged to consider how work was changing. Work can be done from nearly anywhere now — you no longer need to physically be at the office to fire up your tower and monitor — work is in the palm of our hands — why are you (we) dragging everyone to a brick and mortar office? And, why are companies paying for said brick and mortar space if it’s not necessary AND no one wants to be there?

There are compelling reasons from a company perspective to ditch the office: lower overhead at the top of that list. Rent is expensive. Less than a year ago, we doubled our physical office space, thereby doubling many of the expenses tethered to that decision (rent chief among them) — and that can be a bit painful for a small business.

All this said, I stick with the decision we made a year ago and continue to be convinced, yet again — you (the collective you) are taking it too far. YES, the occasional work-from-home day and flex scheduling is a necessity. Tethering people to a desk and a 9–5 is antiquated and unnecessary — you will lose phenomenal talent if you stick to this rigidness, obviously. However; an entirely remote workforce is not (always) the answer — and certainly not the answer for every industry.

Theoretically, we (Juno, my company) could move to a virtual environment. Recruiters basically need laptops and cell phones. Our communication happens in real-time with Slack — quicker, one could argue, then getting up and walking across the office. BUT, so much of who we are, how we train, develop, and collaborate happens in the office. Listening to other people’s calls, talking through situations — live — seeing someone’s non-verbal communication on any particular day — and the fun we have together, in turn helping to build a more cohesive team. Loyalty, trust, and teamwork — all built within our walls.

Happy hours, even! I’m laughed at a bit for giving this advice, “You need to get a pint of beer with so and so.” Brene Brown tells us, “It’s hard to hate someone up close.” Agreed, I’d also add, it’s hard to really know someone if you’ve not had a beer with them at the end of a bar. I’m not sure I’ll be invited to any HR conferences to elaborate on this point — but I still stick with the sentiment.

Our policy, in general, is one WFH day a week and flex scheduling (within reason). We believe in hiring responsible adults who understand how and when to do their jobs. Does this sometimes get abused — yes. I would argue that if it’s getting abused, it’s the wrong person for the company — not the wrong policy. We are flexible with working parents and generally try to meet people where they are in life. However; we do absolutely value our time together — in our office.

As with anything, moderation is the key and the answer is often in the middle. Yes, you will have to cozy up to the idea that employees crave more flexibility. Work-from-home is real. BUT. I wouldn’t rush to the decision of a virtual workforce and I would still be very aware of how critical it is for high performing teams to work together. We live in an age of devices — I argue with my kids about it nearly every day. Technology has enabled us to do so many wonderful things (I used to fax resumes!) — but it cannot be an absolute replacement for human contact — we all still need human contact and connection.

In our office, it’s also very much about momentum and energy can be contagious — some days, you need to feel a bit of your neighbor’s energy to get motivated. You’ll need someone to give you a quick pep talk. Energetically, we rely on each other — I reject the notion that one can get that over Skype or Slack — which is not to say that these tools don’t aid our work — but a total replacement for human contact? No.

Originally published at https://www.junosearchpartners.com on February 6, 2020.