In the classic movie “Office Space,” Mr. Ramberg was hanging out in the employee cubicle when he found the film’s main character, a programmer named Peter, habitually away from his desk. However, on the consultant’s advice, Peter gets the promotion anyway. Of course, in real life, such absences can mean missed opportunities. What if I am away from the office for an extended period of time because I work remotely?
The rise of remote work means that the rules of corporate expansion must also change. Between 2019 and 2021, the number of people working primarily from home in the U.S. alone will rise from 5.7% (nearly 9 million) to 17.9% (27.6 million), according to U.S. Census Bureau statistics. and tripled. Martine Haas, a professor of management at Wharton, said her work may eventually decline, but hybrid work will continue to take hold, with companies keeping her hybrid work policy in place throughout the year. will be balanced. “In the last year, many companies have moved to hybrids, and we have noticed that they are not perfect,” she said. [it] It seems to strike a pretty good balance between what employees want and what employers want.Many companies are still figuring out how to make it as good as possible. ”
If hybrid and remote are “as good as possible”, how good will it be for career advancement? Be remote friendly, especially if you’re working remotely yourself. But many businesses are configured to work face-to-face, and for them the Covid situation has been more extraordinary than usual. The question is whether both remote and hybrid workers in such organizations have the same promotion opportunities as full-time onsite workers.
This can be highly dependent on how deeply the remote-first policy is applied. Intradiem Chairman and CEO Matt McConnell said: “This is also true to some extent for companies using a hybrid model.
Opening opportunities to hybrid or remote employees means rethinking overcoming traditional and often highly informal career paths. It also means figuring out ways to overcome the serendipity that comes with career advancement. “I think onsite workers have an advantage that remote workers don’t,” said Fredrik Nilsson, vice president of Americas at Axis Communications. “If I were an office-based employee looking to get promoted, I would try to get as much visibility as possible to the decision makers. , they can take better advantage of ad-hoc conversations with other users during lunch or coffee breaks. Building a personal brand is much easier and more efficient in person.”
Brian Macias, President of Embrace Pet Insurance, agrees that visibility is an advantage, but only up to a point. “Whether in the office or remote working, motivated individuals who work hard and perform well get noticed and promoted within organizations. I think.”
Hybrid and remote workers “can progress at the same pace as onsite, but it’s important to consider the gaps that can create an unfair advantage,” says Devan Clos, talent development coach at Chile Piper. Dr Nish said. “Because remote employees are not socially connected to managers and staff who travel to the office, these onsite employees are likely to be more privileged to receive promotions compared to remote employees. there is.”
Robert C. Pozen, senior lecturer at MIT Sloan School of Management and author, said: Remote Inc.: How to Succeed at Work. “I recommend that every manager has an online meeting with remote team members at least once a week to inform them of changes in company policy and promotion opportunities. We recommend assigning an “office buddy” to every remote worker. This allows remote workers to stay informed and stay on top of informal sources of information about their work. ”
Younger employees just starting the career ladder may need more face-to-face time than more experienced employees, Macias said. “Younger team members, in particular, may be missing out on opportunities to build genuine relationships with leaders and peers when working remotely. They feel particularly powerless to take that step. In that case, you have to schedule a meeting to face-to-face with leadership, which can be a major hurdle. Chance encounters and opportunities for face-to-face interaction make it easier to nurture relationships that help you move up the corporate ladder.”
At Intradiem, despite our remote status, there has been a concerted effort to engage young employees and new hires deeply into the organization. “Compared to pre-pandemic jobs, younger employees suffer a professional development disadvantage, even in fully remote settings,” he says. “They cannot overhear conversations and learn indirectly from senior employees. I made a deliberate choice.”
Reward systems also need to be adapted — tying promotions to objective performance metrics rather than relationships. SailPoint Chief Her People Her Officer Abby Payne said: “We are focused on enabling organizational leaders to manage and measure performance, ensuring that the right people are rewarded and recognized across the organization.”
Yet even when measured by objective metrics, hybrid and remote workers can feel extra pressure to keep those metrics at a high level. While joking with your manager in the lunchroom might get you extra time on project deadlines, hybrid and remote workers don’t have such forums. Keep in mind that you may feel more pressure to prove yourself as a dedicated team member, and you need to do more to be seen by management says Payne. “Managers with remote teams can ensure remote employees are not overloaded and have the same development opportunities as the rest of the team during regular check-ins and meetings. .”