alt Hacker NewsI can't speak to your sector, but from the perspective in my management role (in law) the explanation is quite simple: managing remote workers is more difficult and less pleasant than managing workers in the office. I actually hate it. And even granting that remote and in-office workers are "productive" in the sense that they bill hours (though not even this seems true in my anecdotal experience), we find that people with less in-office time tend to have qualitatively worse performance. At least in my field, being in the office, spending time with your co-workers, and getting to know them has value.
Of course, other things have value too. Often, our folks who prefer to work from home do so because they have small children who they want to spend time with, more fully share parental responsibilities with their partner, etc. I'm glad that they have the opportunity to do that, but it does generally seem to come at some professional cost.
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Get better or quit then, I don't give a shit about managers, do your job and let the dozens of people you manage live their fucking lives, we're not here to please you or make your job easier
>we find that people with less in-office time tend to have qualitatively worse performance. At least in my field, being in the office, spending time with your co-workers, and getting to know them has value.
I think you are confounded by the fact your most overeager overachievers are going to return to office no matter what.
> qualitatively worse performance
How does their quantative performance compare? Is there an opportunity in the differential?
I have the opposite experience (in tech at small or medium companies). Managing remote workers is much easier since outcomes (and outputs) are necessarily more visible.
Before working remotely (pre-2019) when managing teams in person, I found myself necessarily having discussions to get synced with folks. At my most recent role (and previous remote first roles), team members were excellent at providing updates on Github issues (the sources of truth for work items). Of course, this required buy in at all levels and trickling company objectives down through the program(s) and linking work items to OKRs etc. It was very obvious when folks weren't hitting objectives and easy to gather detailed written evidence of this.
And regarding getting to know folks. Most recent offsite was at a villa in Croatia where I got to both meet my team members and ended up getting to know them like friends. Now that I think about it this has happened at previous companies as well during remote offsites.
I wonder if it's field-specific. Sounds like there are multiple anecdotes across a wide distribution of outcomes.