Friday, December 27, 2024

"'We have passed peak remote': Fewer jobs let you work entirely from home, survey shows"/ "Work from home endures, defying pushback from bosses like Jamie Dimon"

Jan. 20, 2023 "'We have passed peak remote': Fewer jobs let you work entirely from home, survey shows": Today I found this article by Irina Anghel on the Financial Post:


Only one in 10 U.K. job openings let candidates work fully remotelyaccording to a LinkedIn report.

The share of ads for entirely remote positions fell for the eighth consecutive month in December.

Hiring for remote jobs peaked last January, when about 16 per cent of the positions listed on LinkedIn offered applicants the option to work only at home.

Britons’ appetite for scoring fully remote jobs remains strong even as employers back away from the trend, which became prominent during the COVID-19 pandemic. Roles that didn’t require people to come into the office received over a fifth of applications in December, similar to the figure for the same period the year earlier.

“Despite the popularity of remote roles among jobseekers, our data shows that we have passed ‘peak remote’,” said Ngaire Moyes, U.K. country manager at LinkedIn. 

Still, “the risk for employers who aren’t prepared to offer flexibility is that they see attrition from their highest-performing employees.”

Recent reports indicate employees are losing bargaining power as the U.K. labour market shows signs of cooling off. Vacancies fell for the sixth quarter in a row in December, according to the Office for National Statistics. And the ratio of job openings to applicants also started to shrink at the end of last year, separate LinkedIn figures showed.

Fewer jobs will let you work entirely from home: U.K. survey | Financial Post


Mar. 26, 2023 "Work from home endures, defying pushback from bosses like Jamie Dimon": Today I found this article by Alex Tanzi and Matthew Boyle on the Financial Post:


The shift to remote work is gaining momentum in some of America’s largest metro areas, despite increasing pressure from corporate chiefs for employees to return to the office, according to new data from an international team of economists.

In some major U.S. cities, the number of job postings for remote-friendly roles is hitting record levels — and trending up. That’s the latest finding of researchers including Stanford University’s Nicholas Bloom who’ve been gathering data on remote work since the early days of the pandemic.

By measuring the prevalence of job ads that offer flexible arrangements, they found that in places like New York, Chicago and Atlanta, more postings are open to remote workers than at any time in the past three years.

That could mean bosses like JPMorgan Chase & Co.’s Jamie Dimon, who said working from home “doesn’t work” for younger staff or managers, face an uphill fight. 

As the work-from-home debate reverberates across the country, 

mayors have also pushed for employees to get back to the office, 

which would help shore up the tax base for municipal governments.

But the latest data suggests that partially empty office towers — a feature of city-centres with the rise of remote work — may remain that way. 

Data from security firm Kastle Systems show that office occupancy in major U.S. cities is only about half of the pre-COVID level.

That may turn out to be a problem that goes beyond the bosses trying to repopulate their offices. 

Some investors worry that this month’s bout of banking turmoil could cause trouble for commercial real estate owners who need to roll over their debt, 

as interest rates soar 

while property values have slumped 

partly because workers are staying home.

Sorting the job-openings data by cities show that Lansing, Mich., has the highest share of remote job postings, at 39 per cent. 

The biggest employers there are 

the state government

and Michigan State University. 

Municipal governments and universities tend to have a more unionized labor force, which means unions may have to sign off on any return-to-office deal.

“Those cities with a greater white-collar workforce, especially in 

government, 

tech 

and education, 

have the highest share of new jobs offering remote and hybrid arrangements,”

says Peter Lambert, a doctorate candidate at the London School of Economics and member of the research team.

The South is generally the worst part of the U.S. to be an aspiring remote worker — and the worst place of all is Bradenton, near Tampa in Florida, where less than three per cent of jobs posted have that option. 

Nine of the 10 metro areas with the lowest share of job ads open to remote or hybrid work are in the South.

The pandemic created new opportunities for employees to enjoy more flexible arrangements, 

but that hasn’t been shared equally across the economy

In some industries, the reality is that people need to be where the work is.

Very few jobs in 

transportation, 

food preparation and serving, 

and health-care support 

are feasible to do remotely. 

In other sectors such as finance, remote work continues to grow. 

The shift could upend the notion of “company towns,” or dominance of a particular industry by a particular region. 

Some analysts even see that kind of process at work in the current shift of many finance jobs out of New York City.

Still, many firms are seeking to put limits on remote work, with policies that mandate how often employees need to be in the office. 

And if the labour market cools down, as economists expect it to do over the coming year, then bosses will have more leverage — and employees will have less.

That might be happening in some corners of the economy already — like parts of the technology industry, which has seen large-scale layoffs. 

In San Jose, for example — an area with a high concentration of tech workers — the share of ads at least partially open to remote work has fallen from a peak of 20 per cent in December to 15 per cent last month.

Bloomberg.com

Work from home endures, defying pushback from bosses like Jamie Dimon | Financial Post


"Working from the office every other week is the sweet spot for staff, this CEO says"/ "IBM tells managers to move near an office — or quit"

Jan. 19, 2024 "Working from the office every other week is the sweet spot for staff, this CEO says": Today I found this article by Jo Constantz on the Financial Post:



JM Smucker Co. has made headlines with its unconventional return-to-office policy. Just as other firms tightened the screws on weekly in-person attendance requirements, Smucker rolled out guidelines that encouraged employees to come in during “core weeks,” roughly translating to Tuesday through Thursday every other week.

After much deliberation, chief executive Mark Smucker and his leadership team chose this cadence as a way to preserve his employees’ 

quality-of-life upgrades 

while also dedicating plenty of time for in-person work. 

Employees often aren’t required to relocate to be closer to offices, such as the company’s headquarters in Orrville, Ohio, though they’re expected to pay their own way to commute if they decide to live farther away.

So far, Smucker says the policy has been a success. Many employees are making full use of the additional flexibility, choosing to live anywhere from California to Colorado to Connecticut to be closer to family and flying in for core weeks. At least a dozen companies have reached out to Smucker to ask how they make it work.

Work Shift sat down with Smucker to discuss the policy, its challenges and why big banks might choose a different path.

This interview has been edited and condensed.


How is the “core weeks” policy going? 

It’s going very well. It varies by function — if you’re in a plant, you’re there every day. 

If you’re in an R&D function or a product development function, those teams work in a technical building with laboratories and pilot plants. 

There’s a community of practice, where they want to share information. So those folks actually come in Monday through Thursday, every week.

But the rest of the corporate employees, we all went through the pandemic together and we realized when we were remote, our lives changed. We did things differently. 

We worked out at a different time of day, 

we took care of an ill or an elderly relative. 

We got our kids to school, 

we were able to show up on time to the soccer game.

We realized, all of us as individuals, that there really is a benefit to this, and I can still get my work done. 

And so the principle is “presence with purpose.” 

We want you to be there, 

and when you are there, 

make it meaningful.


How has the policy affected recruitment, retention, engagement and productivity?

Our attrition is down to about seven per cent. Productivity seems better. And our recruitment has been outstanding, because we can go outside of the Cleveland market for talent.

In many cases, we’ve made the choice to not ask people to move. 

You will be assigned to an office and it’s on your dime. 

You have to get there during core weeks, 

but it’s enabled us to get great talent and retain it for half the price.

We have had so many people wanting to know how we did it. Tons and tons of people have called. Lots of big companies, other public companies.


Have you made adjustments since rolling the policy out?

When we first rolled it out, 

we wanted it to be based on trust, 

and we wanted to make sure that people understood that we still expect productivity.

Because it was principles — not rules — we did see people not showing up in the middle of the core weeks as much as we’d like. 

So rather than mandate it, we’ve sent a gentle reminder of “Hey, guys, we really like when you’re here when it’s important. And we would like to see people show up.”

I had concerns about mentorship for younger employees. 

Are they going to get the exposure to the more seasoned leaders in the company?

There’s been some intentional efforts by leaders to spend the time with the younger employees to get them in the office.

We only do one week in July and one week in December, because people are travelling those months. 

In the summer we do a farmers market one day a week, or we have food trucks. 

We specifically put our town hall meetings on days we know people are going to be in, then we’ll do a happy hour with everybody. 

We never used to serve alcohol on campus — so that’s kind of new, and people are responsible.


Have other challenges come up? 

What to do with all the empty space? Haven’t figured that out yet. It’s a big campus, it’s a beautiful campus. It’s very open, lots of natural light. 

We have a daycare centre, 

we have a really nice fitness facility, 

we have a full-sized basketball court, 

we have a health clinic. (Smucker said the health clinic was discontinued due to declining use.)

On an off day, there’s still a couple hundred people there, but it feels empty because everybody’s so spread out. 

So we haven’t answered the question: 

do we still maintain all the space we have? 

But we’ve talked about ideas like (converting) part of the office into condos.


What do you think of companies who are pushing a more traditional return to office?

You have to do what’s right for each company. 

New York is a different ball of wax. 

Uou look at the banks. Look at Goldman Sachs and JPMorgan Chase. David (Solomon, CEO of Goldman Sachs Group Inc.) and Jamie (Dimon, CEO of JPMorgan & Chase Co.) are taking a more old-school approach.

It’s hard, because on one hand, you need to do what’s right for your employees. 

On the other hand, you have all these empty buildings down here. 

And you have all this real estate. 

If I were in their shoes, would I do something different?

Maybe. But I know what’s worked for us.

Bloomberg.com

https://financialpost.com/fp-work/working-at-office-every-other-week-sweet-spot

  1. good on Smucker for finding a compromise that works

    • Comment by Steve orino.

      Prevents them from "working remotely" though (which is somewhere far away).




    Feb. 2, 2024 "IBM tells managers to move near an office — or quit": Today I found this article by Brody Ford on the Financial Post:


    International Business Machines Corp. delivered a companywide ultimatum to managers who are still working remotely: move near an office or leave the company.

    All U.S. managers must immediately report to an office or client location at least three days a week “regardless of current work location status,” according to a memo sent on Jan. 16 viewed by Bloomberg. 

    Badge-in data will be used to “assess individual presence” and shared with managers and human resources, senior vice president John Granger wrote in the note.

    Those working remotely, other than employees with exceptions such as medical issues or military service, who don’t live close enough to commute to a facility must relocate near an IBM office by the start of August, according to the memo. 

    That generally means within 80 kilometres, according to a person familiar with the rule who asked not to be identified speaking about corporate policy.

    Managers who don’t agree to relocate and are unable to secure a role that’s approved to be remote must “separate from IBM,” Granger wrote.

    “IBM is focused on providing a work environment that balances flexibility with the face-to-face interactions that make us more productive, innovative and better able to serve our clients,” a company spokesperson said. 

    “Consistent with that approach, we’re requiring executives and people managers in the United States to be in the office at least three days per week.”

    Chief executive Arvind Krishna has long touted the importance of in-person work. In a May 2023 interview with Bloomberg, 

    Krishna said that promotions will be rarer for those who aren’t on-site. 

    Some teams within IBM had already instituted office attendance requirements.

    IBM has slimmed its operations to focus on software and services in recent years,

     introduced new products to capitalize on interest in artificial intelligence 

    and divested its managed infrastructure, 

    weather 

    and health businesses. 

    Executives gave a positive outlook for 2024 with fourth-quarter earnings last week, sending shares to their best day in almost four years.

    Big Blue expects to reduce jobs this year, spending a similar amount on restructuring as it did last year when it planned to cut 3,900 workers, chief financial officer James Kavanaugh said last week. 

    Return-to-office mandates are often seen as fuelling attrition. IBM had about 288,000 workers globally at the end of 2022.

    The company has closed a number of offices since the onset of the pandemic, potentially complicating return-to-office plans for workers. That includes in central New York state, Southbury, Conn., and Iowa. 

    Reducing its real estate footprint is part of IBM’s ongoing margin-expansion efforts, Kavanaugh said during an earnings call last week. It couldn’t be determined how many managers would be required to move under the new rules.

    Many companies have increased return-to-office requirements over the last year replacing employee-friendly incentives like happy hours and commuter subsidies with more punitive measures including disciplinary action or limited career advancement if attendance targets aren’t met. 

    The tech industry in particular has seen tightening rules as the market soured and the risk of job cuts has tipped the scale in favour of employers

    Amazon.com Inc. and AT&T Inc. have each ordered some remote workers to relocate near offices.

    Despite new rules, office attendance remained fairly stagnant throughout 2023, according to data from Kastle Systems. 

    Across the 10 largest business districts in the U.S., 

    the number of workers in the office hovered around 50 per cent of what it was before the pandemic, 

    with tech-heavy regions like the San Francisco Bay Area reporting even lower percentages.

    — With assistance from Matthew Boyle

    Bloomberg.com

    https://financialpost.com/fp-work/ibm-tells-managers-move-near-office-or-quit#:~:text=Those%20working%20remotely%2C%20other%20than,August%2C%20according%20to%20the%20memo.


    Trudeau's vast welfare archipelago enables the indolent to live off of the working class.

    • Reply by John Austin.

    • This is about the real IBM Corporation, not that little collection of small offices in North York known as IBM Canada. Does the evil Trudeau push around the USA too?

      1. Do you think the Global Affairs data breach sparked some action? IBM was into remote work long before the pandemic. Where is your data *really* going?

        • Reply by John Austin.

          Breach has more to do with low-skill workers who speak the language of a shrinking minority. Nothing technically valuable is available in French until it is three or four years outof date.

      2. Comment by James Bolt.

        I wonder what is happening in Canada

        • Reply by Drunkn Asse.

          Haha,, the federal gvt is still paying ppl to stay home, ,they put you on hold and go make a coffee or feed the dog...haha..I was on hold and I knew they monitored ,so I told told my friend she is probably gone to talk to the neighbours..haha...she came back..

        • Reply by John Austin.

          Crickets.

      3. Comment by Darcy Leigh.

        Some sense starting to come back to companies. They realize that productivity is down with so many people working remote.