Remote work dates back decades ago.
But the rapid advancement of technology and communication services and the 2020 pandemic have taken the phenomenon to the next level.
Since the end of the global lockdown, each company has approached the return to face-to-face work differently.
Five times a week. Three times a week. Once a week. Once a month. Once a year. You name it.
However, some businesses have chosen to keep a fully remote environment.
But is it harmful for a company to never have employees meeting face-to-face?
Yes.
At least according to Stack Overflow’s former CMO on this week’s episode of TOP CMO.
Keep reading to learn why Khalid El-Khatib believes businesses should always find the time for stakeholders to meet.
The issue of infrastructure
While the concept of remote work may seem appealing and even cost-effective, the initial investment required should not be overlooked.
It requires robust technical support and resources to ensure seamless operations.
Remote work calls for a series of fundamental tools, systems, and support mechanisms.
Without them, ensuring privacy, collaborating effectively, and staying connected with the rest of the team becomes a tough task.
Some companies might be better prepared due to being conceived as partly remote from the start.
But face-to-face-only businesses will encounter high entrance barriers when trying to become fully remote.
The missing milestones
A 100% remote environment may have trouble fostering true community and comradeship, both among employees and between them and their leaders.
Establishing a system where face-to-face meetings are avoided can prevent the workforce from reaching important milestones in their team-building.
Having even the most infrequent meetups that bring people together, within or outside a business climate, can increase morale and cohesion.
While maintaining an office all year round might be costly, one or two events a year may be worth a small investment.
The danger of standardization
No matter how much a company seeks cohesion and shared values, every team within it is different.
The needs and working styles of finance professionals will almost surely differ from those in marketing. You can’t expect a design team to work the way lawyers do.
Certain roles may benefit more from in-person collaboration due to the nature of their work, while others may not require as much in-person interaction.
Allowing flexibility for employees (or team leaders) to choose their preferred work environment speaks of leadership that knows when to delegate and listen.
By standardizing the rules for the whole organization, you risk doing more damage than good to your productivity.
Offering physical spaces for those who believe it would be beneficial for their efficiency shows you trust their vision and expertise in their field.
It is essential to acknowledge the diversity of work styles and needs within the organization.
Testing the waters
According to Khalid El-Khativ, pushing for remote work 365 days a year is near impossible.
But, of course, not impossible.
Perhaps you’ve assessed the issue of infrastructure and are willing to allocate the time and resources to developing it.
Maybe, even if you wanted to, creating milestone events is pointless because all your employees live abroad or simply don’t want to attend.
And, possibly, you’ve assessed and consulted with your whole team and no area has a desire for an in-person environment.
The point is not to be short-sighted in pursuit of being “hip” or “modern” and reducing spending at all costs.
Decisions as big as this one will have an impact on your whole workforce, so make sure to properly evaluate your alternatives and your unique situation.
Be your own standard.
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