Exploring the Remote Work Revolution: A Managerial View of the Tech Sector’s Response to the New Normal
oraz | 22 gru 2023
O artykule
Article Category: Research Article
Data publikacji: 22 gru 2023
Zakres stron: 18 - 33
DOI: https://doi.org/10.2478/ijcm-2023-0011
Słowa kluczowe
© 2023 Murat Colak et al., published by Sciendo
This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
In what ways has remote work influenced the recruitment and onboarding processes in your organization?
| Position | Organization | Interviewee | Answer to the Question |
|---|---|---|---|
| Engineering Manager | Company A | A1 | „In the past, we used to have more frequent face-to-face interviews and onboarding sessions at the location where we conducted hiring processes. However, in recent times, the majority of these interactions have shifted to online meetings and interviews.” |
| Marketing Director | Company A | A2 | “I can say that I have seen a shift towards online interviews and onboarding processes, replacing the previous in-person interactions.” |
| Product Development Engineer | Company B | B1 | „Prior to the pandemic, we were progressing with our recruitment processes in a hybrid manner. However, after the pandemic, the majority of the interviews conducted for the applicants we received are now taking place online.” |
| Software Engineering Manager | Company B | B2 | „Similar practices were already in place at Company B before. Now, our onboarding system is being implemented online.” |
| Project Manager | Company C | C1 | „After transitioning to remote work, we experienced specific changes in our hiring requirements. We developed new contracts tailored to remote work and shifted all onboarding processes to be conducted online.” |
| Human Resources Director | Company C | C2 | „After the transition, all recruitments were conducted through online meetings and processes.” |
| Senior Software Manager | Company D | D1 | „All initial and second-round interviews for recruitment are conducted entirely online, while final interviews for selected candidates are held in person at the office.” |
| Marketing Director | Company D | D2 | „The recruitment interviews are conducted in a hybrid format, where general onboarding information is provided online, and selected candidates participate in in-person meetings to be briefed about their specific roles and responsibilities.” |
| Vice President of Engineering | Company E | E1 | „We have introduced a new contract specifically for remote work in our hiring process. This contract emphasizes the requirement for individuals working remotely to possess certain technical skills. Our onboarding and recruitment processes are generally conducted remotely as well.” |
What impact has remote work had on employee engagement, collaboration, and communication within your organization?
| Position | Organization | Interviewee | Answer to the Question |
|---|---|---|---|
| Engineering Manager | Company A | A1 | „Company A already had a specific digital infrastructure in place for engineering-related engagement. Recently, we have been striving to maintain optimal communication within the team through the implementation of new programs. Additionally, we organize extra social activities to foster employee bonding and enhance engagement.” |
| Marketing Director | Company A | A2 | „Since most employees in my department usually work in the field, they don’t encounter such issues. However, when they work from home, we sometimes face challenges related to engagement.” |
| Product Development Engineer | Company B | B1 | „One of the biggest challenges we faced was a decline in employee engagement and motivation. To address this issue, we are implementing initiatives that aim to enhance communication and bridge the gap.” |
| Software Engineering Manager | Company B | B2 | „We encountered a significant decrease in employee commitment and motivation, which posed a major challenge. To overcome this, we are actively organizing events and initiatives to foster better communication and motivation.” |
| Project Manager | Company C | C1 | „In the initial stages, it was quite challenging for the employees in our department to adapt to remote work. As a solution, we implemented a 2-day physical office arrangement to minimize the problem.” |
| Human Resources Director | Company C | C2 | „We faced significant challenges with our employees’ focus on their work and adapting to the new system. To address this, we transitioned to a hybrid model to enhance internal communication and rectify the situation.” |
| Senior Software Manager | Company D | D1 | „The employees in the software department are more prepared and mentally ready to work remotely, which is why we have observed a lesser decline in engagement and motivation compared to other departments. However, we still acknowledge a general decrease in motivation and continue to work on addressing this issue.” |
| Marketing Director | Company D | D2 | „We experienced a significant decline in employee engagement and motivation, but we have since implemented special reward systems to address this issue. Through these systems, we aim to improve communication and increase engagement.” |
| Vice President of Engineering | Company E | E1 | „We faced significant challenges in employee engagement, which led us to develop a special model focusing on loyalty, engagement, and job satisfaction. This model includes rewards, wellness hours, and additional leaves. It has proven to be highly beneficial.” |
How has the adoption of remote work affected the overall functioning and responsibilities of your department in your organization?
| Position | Organization | Interviewee | Answer to the Question |
|---|---|---|---|
| Engineering Manager | Company A | A1 | „Due to the nature of our company, where technical development teams can effectively carry out their work remotely, remote work was already adopted and functioning as a system at Company A. Therefore, I haven’t observed any changes in responsibilities during or after the pandemic.” |
| Marketing Director | Company A | A2 | „There have been no changes in any function or responsibility at Company A. Remote work was already a widely used model at the company even before the pandemic.” |
| Product Development Engineer | Company B | B1 | „At here, there haven’t been significant changes in the operational functions of the company. However, we are currently working on new systems related to remote work with the aim of creating a completely new market and gaining a competitive edge.” |
| Software Engineering Manager | Company B | B2 | “The core operational functions and responsibilities have remained relatively stable for the software engineering department. However, we are actively developing innovative systems and strategies.” |
| Project Manager | Company C | C1 | „There has been a significant shift, especially before and after the pandemic. Prior to the pandemic, we were exclusively working in the office, but afterward, we transitioned to a fully remote system. Subsequently, we adopted a hybrid work model of 2 days in the office and 3 days remote. Overall, while working remotely, we have observed an increase in our responsibilities.” |
| Human Resources Director | Company C | C2 | „After the pandemic, we quickly shifted to a fully remote setup, and later transitioned to a hybrid model to allow for essential in-person interactions. One of the most challenging aspects during these transitions was managing the changes in employees’ roles as they navigated between remote and hybrid models.” |
| Senior Software Manager | Company D | D1 | „Prior to the pandemic, we had a 50-50 split between working from home and the office, with employees working from home for two days and at the office for three days. Now, we are fully remote, with employees only attending general team meetings at the office on specific days of the month. This has led to some changes in our work planning.” |
| Marketing Director | Company D | D2 | “Before the pandemic, Company D had a mixed, hybrid work system in place. However, post-pandemic, we transitioned to a fully remote setup. Essentially, apart from acquiring and utilizing the necessary skills for remote work, there haven’t been any significant changes in our responsibilities.” |
| Vice President of Engineering | Company E | E1 | „Prior to the transition period, we were exclusively working in a physical office, but after the pandemic, we shifted to a fully remote work setup. As health concerns subsided, we implemented a 2-day office arrangement. Following discussions on the effectiveness and convenience of remote work, we are currently operating in a fully remote capacity. This allows us to schedule meetings more efficiently and accomplish our tasks without time constraints.” |
Has remote work affected the organization’s approach to training, development, and career progression?
| Position | Organization | Interviewee | Answer to the Question |
|---|---|---|---|
| Engineering Manager | Company A | A1 | „We have comprehensive engineer development programs specifically designed for engineers. All the trainings within these programs are conducted globally, rather than locally. The same program is implemented across all branches of Company A. When a position becomes available, it is not limited to the local location but opened up for all Company A locations worldwide. This is made possible by the advantages offered by remote work.” |
| Marketing Director | Company A | A2 | „We use fieldwork for training, allowing employees to gain practical experience and engage directly with customers, enhancing their skills.” |
| Product Development Engineer | Company B | B1 | „The training is conducted internationally, and each country can tailor the training based on their specific consumer behavior. Local languages are used during the training sessions. As for career development, we provide the same opportunities to our employees, offering them the option to apply for and transition to different countries if they wish to continue their careers there.” |
| Software Engineering Manager | Company B | B2 | „Our trainings take place online and are accessible to all Company B engineers worldwide. In terms of career progression, we have streamlined the process, making it easier for engineers to switch between departments and locations.” |
| Project Manager | Company C | C1 | „Additional trainings beyond the ones required for departmental needs are not extensively conducted within the Company C.” |
| Human Resources Director | Company C | C2 | „In terms of training, our company has limited international opportunities. Trainings are primarily conducted to address specific needs and challenges at the local level. For career progression, employees have the option to continue working at the branch they applied for, provided they receive permission from their managers.” |
| Senior Software Manager | Company D | D1 | „The majority of our trainings are conducted through our online platform, utilizing online meetings or pre-recorded sessions. We continue to make extra efforts to facilitate transitions between departments and branches, aiming to contribute to our employees’ professional development.” |
| Marketing Director | Company D | D2 | „For sales operations, particularly those requiring direct contact, we conduct all specialized training sessions in the office, while general training sessions have been moved online. We have designed a system focused on supporting our employees’ career growth and development.” |
| Vice President of Engineering | Company E | E1 | „We still prefer in-person training for our employees. In terms of career opportunities, we have introduced new aspects related to remote work. We emphasize the importance of individuals who can adapt to our system and effectively manage remote work for newly joined managers and employees.” |
General information about the interviewed individuals
| Organization | Interviewee | Interview Date | Interview Time | Position | Experience (Years) |
|---|---|---|---|---|---|
| Company A | A1 | 23.06.2023 | 11:00 | Engineering Manager | 14 |
| Company A | A2 | 23.06.2023 | 14:00 | Marketing Director | 12 |
| Company B | B1 | 24.06.2023 | 10:30 | Product Development Engineer | 18 |
| Company B | B2 | 24.06.2023 | 12:30 | Software Engineering Manager | 17 |
| Company C | C1 | 24.06.2023 | 16:00 | Project Manager | 14 |
| Company C | C2 | 24.06.2023 | 17:50 | Human Resources Director | 10 |
| Company D | D1 | 25.06.2023 | 13:00 | Senior Software Manager | 11 |
| Company D | D2 | 25.06.2023 | 15:20 | Marketing Director | 9 |
| Company E | E1 | 26.06.2023 | 11:00 | Vice President of Engineering | 22 |
How has the performance evaluation and feedback process been adapted to accommodate remote work?
| Position | Organization | Interviewee | Answer to the Question |
|---|---|---|---|
| Engineering Manager | Company A | A1 | „We have obtained specific outputs from the evaluation system we use, and we are leveraging these outputs to drive our progress. Additionally, we are in the process of developing a distinct performance evaluation system specifically designed for remote work.” |
| Marketing Director | Company A | A2 | „We are constantly enhancing ourselves, especially in the areas of planning and reporting. The impact of remote work models in these areas is becoming increasingly evident.” |
| Product Development Engineer | Company B | B1 | „In our performance evaluations, we conduct assessments specific to programs and products. We have daily, weekly, monthly, 3-month, 6-month, and 12-month plans, and we base our evaluations on these plans.” |
| Software Engineering Manager | Company B | B2 | „Performance evaluations are provided at regular intervals by the system here. In addition to that, supervisors can also provide one-on-one feedback to their teams as needed.” |
| Project Manager | Company C | C1 | „We transitioned to a performance evaluation system based on planning and reporting to conduct performance assessments.” |
| Human Resources Director | Company C | C2 | „After transitioning from remote to hybrid model, our previous evaluation methods were not suitable, prompting us to implement a new feedback and evaluation system that can be controlled online.” |
| Senior Software Manager | Company D | D1 | „Our department, being a software department, has been using our own developed evaluation software both before and after Company D decided to transition to fully remote work. When the decision to shift to remote work was made, we implemented the evaluation software used in the software department across all departments of the company.” |
| Marketing Director | Company D | D2 | „In the hybrid work period, the feedback and periodic evaluations relied more on the input of managers, whereas after the pandemic, we started emphasizing the outputs obtained from the evaluation tools we implemented. These tools primarily consider customer outcomes as a significant factor.” |
| Vice President of Engineering | Company E | E1 | „We have incorporated remote work into our performance evaluation system. This system utilizes a program that assesses employees based on their specific job requirements, including remote work.” |
What specific challenges have you encountered in managing your processes and employee-related tasks in a remote work environment?
| Position | Organization | Interviewee | Answer to the Question |
|---|---|---|---|
| Engineering Manager | Company A | A1 | „There has been an increase in tasks, particularly in managerial and IT roles. With the advancement of technology, we are encountering different types of tasks.” |
| Marketing Director | Company A | A2 | „There has been a notable surge in responsibilities, particularly in my role as the Marketing Director. As technology continues to advance, we are constantly confronted with a myriad of unique and ever-changing tasks within the realm of marketing. This dynamic environment requires us to adapt swiftly and embrace innovative strategies to stay ahead in the market.” |
| Product Development Engineer | Company B | B1 | „When it comes to utilizing a remote work model, one might assume that communication-related problems would be the primary concern. However, that’s not the case. The biggest challenge I have observed, in general, is the increase in workload.” |
| Software Engineering Manager | Company B | B2 | „I haven’t encountered any specific issues directly stemming from remote work.” |
| Project Manager | Company C | C1 | „Specifically, new IT programs were incorporated into the management process. New skills related to IT were added to the employees’ task responsibilities.” |
| Human Resources Director | Company C | C2 | „In managing our processes and employee-related tasks in a remote work environment, we have faced specific challenges. These include effectively implementing new HR software and tools, as well as adapting employee tasks to align with the demands of remote work.” |
| Senior Software Manager | Company D | D1 | „Although our company already had remote work-related tasks in place, they significantly increased in number after the pandemic. As a result, we had to add additional responsibilities to each employee in my department.” |
| Marketing Director | Company D | D2 | “As a marketing director in a remote working company, I have faced challenges in communication, collaboration, time zone differences, managing productivity, employee engagement, and technology infrastructure.” |
| Vice President of Engineering | Company E | E1 | „During remote work arrangements, the most significant challenge I observed was individuals without IT expertise struggling to adapt to the system. Those who lacked technical proficiency encountered difficulties in navigating new meetings, reporting, and analysis systems. On the other hand, individuals with IT knowledge were quicker to adapt, develop their skills, and adjust to the changes.” |