Does your tech team really want to work from home?
As technology advances, with ‘anytime, anywhere’ services and platforms for remote collaboration becoming more popular, companies are increasingly offering opportunities for their employees to work from home.
But how much impact does this really have on tech professionals?
Over the course of 3 months, we surveyed our community of tech professionals to find out, and provide some key takeaways to ensure collaboration and communication are maintained when your employees work from home.
Do today's tech teams really want to work from home?
The answer, unsurprisingly, points to yes. But not with as great a margin as one might expect.
Of the 2,166 tech professionals we posed this question to, 67% expressed an interest in working from home.
So, why do this 67% feel working from home is important?
- It offers a better work/life balance
- It eases commuting troubles & costs
- It allows more time with family
- They can concentrate better at home.
Of the 33% who said working from home either held no interest for them or was actively something they avoided, these were the reasons provided:
- It can hamper teamwork & collaboration
- It doesn’t allow for learning from senior team members
- They can’t focus properly at home
- They prefer working in an office environment.
On the whole, professionals in entry-level roles and those holding senior management positions were most averse to the idea of working at home. The likelihood of tech professionals expressing an interest in working from home was also heavily reliant on the role in question, and the specific interactions or tooling required in the role.
Entry-level professionals said that working in an office gave them invaluable opportunities to learn from senior colleagues and was believed to help them progress faster.
“I do like the possibility [of working from home] and, in the future, I think it will probably be more important to me. But right now – for learning – I think it’s best to be in the office.”
– Mid-level UX/UI Designer
Many senior-level professionals, on the other hand, said that working remotely was counterproductive, as they felt it made being effective in their roles impossible.
“I don't think the role of a Scrum Master can be done remotely – it is inherently about communication with people and being ‘in the thick of it’, which can't be done from home.
You'd lose out on a lot of team dynamics.”
– Scrum Master
However, one aspect most respondents seemed to agree on was this: Informal flexible working is champion.
Many of the professionals who expressed no desire to work from home said that they considered flexible work hours of significant importance.
“I have no interest in working from home, but I feel that flexibility is key.”
– Java Developer
This is because informal flexible working offers the best of both worlds: the full in-office experience, with the ability to move work hours around to allow for other appointments and a greater work/life balance.
If your management team are reluctant to allow staff to work from home due to a perceived loss of control or anxiety that it will hamper collaboration, here are some tangible tips to ensure neither collaboration nor communication suffers.
Take a trust-first approach: Impress upon your managers the positive impact intermittent working from home will have on employee morale and retention, not to mention your employer brand. It can also provide much-needed relief away from an ‘always-collaborating’ office environment for the introverts on your team, enabling them to recharge and focus.
Facilitate the right conditions: Cloud-based working is now the norm, not the exception, allowing visibility and communication regardless of an employee’s physical working location. Many tech employees already use chat, screen sharing, and collaborative Cloud-based project management tools such as Jira, Trello, Slack and Microsoft Teams. Review the tools already used by your team you may find there are only small additions needed to enable home working.
Agree on explicit parameters and expectations: Ascertain minimum in-office staffing levels for each team, or perhaps a maximum number of days per week you’re happy to allow staff to work at home. By requiring employees to inform stakeholders in advance, or check-in with the team via video first-thing, or expecting them to respond to all communications within a specific time-frame, you’ll create transparent lines of communication.
- Hold everyone accountable: It’s essential that both management and the team remaining in the office feel no difference between when a colleague is ‘physically’ present in the office and when they’re working at home. Make it clear that, where expectations aren’t met, the privilege may be revoked.
As Abbie Pullman, our Head of Strategy & Content, explains:
"At Talent Point, we run a quarterly opt-in work from home scheme, conditional upon a ‘two strike’ rule (a strike is allocated when the work from home communication policy isn’t followed). We’ve found that staff often communicate more when working from home to ensure they retain the privilege!
Trusting employees to work from home not only has the scope to improve employee wellness, but frequently increases productivity by reducing the inherent ‘can I just grab you for five minutes..?’ distractions of the office."
Aside from remote/flexi-working, other benefits that hold weight within our tech community are:
- Skills growth/learning opportunities (i.e. training budgets, career paths, conference attendance, L&D departments)
- Competitive remuneration (i.e. higher-than-average salaries, bonus structures, commuting budgets/travel cards, or shares/stock options)
- Healthcare perks (i.e. health insurance, dental/medical plans, gym memberships).
Talent Point can help structure positions with retention and positive challenges built in at the point of hire or promotion.
For more information about how we can help you increase staff retention, or for specialised insights into the tech employment market, please get in touch!