“It looks just a kind of walnut”, ” Peter Qahtat Recount luck, In the call of enlargement, as it is and its co -author, Rania NiemehDiscuss their new book, which has its title appropriately, Praise the office. The past five years have been a journey from the fully distant work to an unstable hybrid truce to a battle in many major workers’ return companies a week, wherever we are now. “People began to see this completely as a kind of Marxist (the thing), they never said that, but this is the way they were thinking about it, right?
Cappelli insists that he and Nehmeh, both university professors and experienced human resources, were clear about what they would find when they started searching for their new book. Cappelli is a long -time professor at the Warton School at the University of Pennsylvania, and Nahnah is an assistant professor in Vienna University of Applied Sciences for Management and Communications. “We both work remotely,” Kabli admitted, but also indicated that he had ridiculed four decades of experience.
“I do not need to be in the office … but I can also see what is the worst place, because people like me are not in the office, and because we are not in beginners, the beginners people are not there, and therefore no one is there, right?”
Kabli said it is clear to him how worse for his organization. “Okay for me!” He said, “But bad for everyone.”
Fears of the future
They said that what he and his insatiable found luck, It is that only a “increasing problem over time.” It is understood that it has proven sticky, because it succeeded significantly through the epidemic. He added: “We did not expect anything (outside), and it was better than that.” Their book reads that it is implicit support behind the bold procedures of some executives such as Andy Jassy, who imposed five days in the office for all employees, but it is really related to the principles of management, and Cappelli added his concerns about the future of the workplace: that workers will conclude that they do not need to learn from each other anymore.
Nehmeh said that you can see the risk of hybrid work mismanagement in the behavior of Gen Z, which was called “severe transactions …” I bring, do my work, go out. I don’t want to be part of anything else. ”
Cappelli agreed, saying what he saw among many students who used to be amazing hybrid and distant, especially shortly after the epidemic. He said: “They did not come to the separation, and they were surprised that they were supposed to be.”
When they appeared, they were not ready, and they did not think that they were supposed to contribute beyond the transformation of tasks. Hill: He failed in a group of people, and I have reached the message.
Nehmeh agrees to something that has been lost in the era of work, pointing to reports of some companies that offer literature lessons to Gen Z on how to behave in meetings, dress to work, and talk to customers. She added that these are all the things that I used to learn when I joined an institution.
However, Cappelli and Nehme Jen Z did not blame for their lack of preparation, or the work world in which he appeared. Both agreed to their research indicated that failure is higher in the series. Noha said that she saw employee polls that show that previous problems with poor communication, lack of recognition, unclear priorities, and exhaustion “have been exaggerated only.” When organizations ignore reactions in a remote environment, she added: “The gap between what the leaders believes happens and what employees actually offer become broader. The result is decomposition, frustration and the feeling that the organization does not listen.”
Cappelli was more severe. At least in the United States, he said the problems roam in one simple thing: “The administration is getting worse.” They highlighted three main reasons because the time has come to invite him to the day of work on a distance.
1. Culture conflict
It was a frequent theme for Cappelli and Nehmeh the erosion of culture and organizational society. The authors describe how, in a hybrid world, the latest employees in particular to learn through observation or building relationships – aspects of the key to professional growth that depends on material proximity.
But this is just the tip of the iceberg, or the top of the waterfall. They described a successive effect on the bottom on the average level of employees, who have become increasingly separate from their functions where the work is defined to something that happens on the screen, not in real life.
Nehmeh said that the new appointments are suffering in this hybrid environment, because they cannot learn with role models and do not get guidance or support that facilitates professional growth. Both describe the familiar “Ping” horror of any remote worker.
Consider the novice factor that needs help, and Nehmeh adds: “You must make an appointment for the call, and you have to go to someone, they may not respond if they do not know you … There are many problems there.”
2. Everything is treated
Kabli added that the least clear result of cultural corrosion is that working remotely leads people to think of their job more narrowly. The work has been boiled to the main performance indicators, or the main performance indicators, other than the clarity of the line between the rhetoric of the law and the spirit of the law, if it is permissible to speak. He said this began during the epidemic, when the supervisors were asked to protect people, and with every person working remotely, the easiest solution was to emphasize the main performance indicators.
Cappelli evoke a world of strict main performance indicators and continuous sounds, but the problem is that people who wander have their main performance indicators as well. “If you want to help someone, you are forced to Ping to them, and you are Ping, and you know, she receives the message, but she goes down their group.”
He said they had 38 separate concentration sets, 760 people all, and many responded that they would reach their “ponds” after completing their work.
Kabley said this might seem small, but he believed it is a major change that really affects the performance management. The office involves social relationships, while the world of Pings and the main performance indicators reduce everything to treatment.
3. The problem of productivity meetings
None of this should reduce a remote penetration of work in 2020, but this was a solution to the state of emergency, and cracks in the system are now more clear after several years.
The authors argued that Enlargement Meetings, which seem more efficient, make workers actually less productive with the addition to their average working day, which means that productivity per hour has already decreased. Cappelli said he believes that there are a lot of these meetings, they continue for a very long time, many people are smiling, and they extinguish their cameras when they most likely do other things.
Kabli urged managers to rethink the meetings that take a lot of people’s time, full of embarrassment that seems normal now but it seemed strange five years ago. He said recently, he heard about people who are going through meetings and sending an artificial intelligence agent to write down notes in their position. “They do not even demonstrate with listening!”
Cappelli said that with increasing meetings and less than that, some people turn into post -compensation meetings to ensure that they are still on the right path. “It’s a chaos. These things can be fixed, right? But they are not fixed.”
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