What are some key concerns as you transition to working either in a hybrid model, or in-office full time?

1.7k views11 Comments

CIO in Manufacturing, 1,001 - 5,000 employees
One thing that’s top of mind around returning to work is figuring out how to adapt to having to dress for the office again. We've been working from home for so long, where everyone's only seeing the top half of you. I joke with some folks that I could be 10 feet tall and they would never know. How do you make that transition in a way that's not such a shock to the system? What is the proper cadence? Is it three or four days a week? How will seating be done? As the return to work becomes more of a reality, especially in Northern California, all of those pieces need to be considered.
CISO in Software, 501 - 1,000 employees
My concern is: What am I missing? Because I'm completely remote from my team. Most of the management and people are in a different city. I had an experience in which we ran a hybrid meeting, with people attending both in-person and remotely. And afterward someone who had been in the room contacted me and told me that one of the other folks was really down. They said, “I've never seen them that way.”' I did not pick up on that during the meeting because I wasn't in the room. I thought, “Oh no, what else am I not picking up on from my direct reports?” Before that, I’d felt like meeting virtually was an intimate way to have conversations, and it can be, but you can miss some key emotions that are present.
CIO in Finance (non-banking), 51 - 200 employees
I'm looking forward to that part. Good connections can happen when you're able to be there in person and get those signals in real time, right in front of you. And it can lead to strong reconnections. We were really good at that when we were working in person, and when we shifted to being fully remote, it took us a while to get into a rhythm. Now we're in that rhythm, but how do we shorten the time it takes us to adapt when we get back into a hybrid model? That's going to require different planning, resource allocation, etc.
Secure Facilities Information Technology Manager in Manufacturing, Self-employed
Definitely morale for those who have to come in full time versus those who are eligible for hybrid/WFH.
Director of Engineering-Battery Technology in Hardware, 51 - 200 employees
As for big cities like Boston, commute time is always a concern. Employees spent average more than 1-1.5 hr round trip commuting everyday. This time could've been used for work-related stuff. Also stuck in traffic is not a great experience and will definitely impact negatively on employees' work efficiency.
CTO in Education, 2 - 10 employees
The biggest concern is bridging an already apparent disconnect between management layers and workers, most management styles enforce a culture in which management requires control and direct oversight of execution whereas workers tend to appreciate responsibility and performance based controls.
Chief Information Technology Officer in Finance (non-banking), 51 - 200 employees
We are not returning to in-office model, WFH has proven to be better for our employees in several ways, primarily work-life balance.
VP of IT in Finance (non-banking), 1,001 - 5,000 employees
For people who like Work from Home/Anywhere,

·      Travel/commute time would increase.

·      Increase in expenses (less savings) towards travel, food, cloths, etc.

·      Less time for self/family.

At the same time there are some who doesn’t have suitable work environment at home and/or the role needed more collaboration/interaction with collogues (operations/finance/banking) for faster results. Mangers who want to be with the team but in remote its difficult to track/trace/get hold.
CIO in Education, 501 - 1,000 employees
Historically in-person offers many advantages such as causal interactions and body language.  Some of this is lost with virtual.  However virtual allows everyone to be more flexible and nimble with meetings and often makes everyone more productive.  My biggest concern is being able to build a collaborative team and making sure everyone feels a part of the greater mission, while they are being held accountable for the work.
Director, Security Solutions in Software, 51 - 200 employees
When employees start transitioning back part or full time to office(s), all team members need to continue to use collaboration tools to actively share information, discussions and decisions with team members who may not be in the office some or all the time. This is a culture-based skill that needs to be reinforced so that in-office workers don’t revert to making decisions over the cubicles and forget to include or even disseminate important information to the others who aren’t there physically.

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