Per Artechnica

Dell employees will mostly all be considered “remote” or “hybrid” starting in May, BI reported. Hybrid workers have to come into the office at least 39 days per quarter, Dell confirmed to Ars Technica, which equates to approximately three times a week. Those who would prefer to never commute to an office will not “be considered for promotion, or be able to change roles,” BI reported.

Dell’s message is simple: we’ll let you work from the comfortable confines of your home, but if you want to change roles or move up the ladder, go to the office!

Since the pandemic, this has been a popular and fiercely debated topic in the media and the corporate world. Proponents of remote jobs argue that productivity is not an issue and the commute-free routine boosts their happiness and well-being. Critics of virtual jobs counter that in-person interaction positively facilitates communication, creativity & productivity while strengthening working culture.

In my opinion, there is no universal solution and each person or company has to decide what works best for them. My belief is that if you just want a job that can pay monthly bills, remote jobs are an option and you should look for a company that offers it. However, if you want to claim the corporate ladder, you must be willing to go to office regularly. You can’t have it both ways.

Put yourself in the shoes of an executive. While you sympathize with many that want to work virtually and you sometimes enjoy the convenience yourself , you have to do what’s best for the business. You have to choose an environment that facilitates communication, learning and collaboration. That’s in-person. I am not good enough as a writer to articulate precisely why an in-person environment offers all of those benefits, but if you work in an office setting, you’ll know what I mean.

Some critics of in-person setting claim that a draconian back-to-office policy will hinder a company from hiring the best talent. I’d argue that talent doesn’t mean company-employee fit. Though some individuals think that their sheer abilities warrant a special treatment and demand it accordingly, talent alone may not offset the lack of communication and collaboration, the two elements that are so important to complex work and industries. Hence, companies that prioritize collective efforts and culture may miss out on the top individuals, but they will gain valuable team members, strengthen culture and reap the benefits in a longer term.

In short, I don’t believe there is an approach that works for everyone and every company. It depends on what a company or a person values the most and whether such interests are aligned. I appreciate what Dell is doing. The firm is vocal about what it wants and gives folks freedom to make their own choices. This is the first time I have seen something like that and I think more companies will follow.

Featured image by Domenico Loia on Unsplash