Tallis Gomes is wrong: Remote work is not for slackers.

It was shocking, not to say anything else, what the executive Tallis Gomes said about remote work a while ago: “(.) it is impossible to build anything in this model. Do not be a hostage of a tramp who wants to be curling at home”. Unfortunately, thoughts like these reflect a great prejudice that part of the market still carries. For those who perform their activities in this way, it is common to hear jokes insinuating that we do nothing or that we are professional winders. Who thinks so is mistaken and I will prove to you why.

A first point to consider is how much remote work does people good. Study conducted by the University of Sao Paulo and FIA Business School points out that 94% of professionals who perform their activities in this way say that their quality of life has improved. This happens because some obstacles end up outside, such as long hours of commuting from home to the company, a very cruel reality especially in companies located in large cities such as Sao Paulo and Rio de Janeiro. Balance and quality of life do not mean “. 

In addition, giving direct home work hours still allows more time with the family, promoting greater autonomy to balance professional and personal lives. For this reason, working without physical fatigue and with more time to devote to personal projects, employees end up more motivated and willing to give their best in the company. research done by Right Management consultancy, After consulting 30 thousand people from 15 countries, motivated people produce 50% more.

This is also supported by companies, since one of the study conducted by EY it showed that 74% of employers also noticed a higher efficiency in recent years. Going further, Brazil is one of the leaders in the world turnover index, which is with data from the General Register of Employed and Unemployed (CAGED) pointing out that the national rate reaches 56%. With the adoption of remote work, this number tends to plummet, with the since a Robert Half survey it shows that 80% of Brazilians want a better balance between personal and professional life to feel happier in their careers. 

Dados of the Latin American digital transformation report they point out that companies that are adept at remote work see a 41% productivity increase greater than those that barely allow activities at home. This happens because, at home, people tend to work more, which benefits companies.This is what a study by the National Department of Economic Research of the United States shows, which attested that employees who perform their home functions end up working, on average, 48 minutes more.

Another point worth bringing to the discussion is the issue of diversity and increased employment opportunities for people living far from the major centers. When the face-to-face was still the tonic, a company in Sao Paulo, for example, only had employees who lived in the same city because of logistics.With remote work, people from distant regions have equal chances of working in large companies without, for this, having to face an unscheduled change of municipality. 

With this, the exchange of ideas between people from different regions of Brazil is increased, allowing access to different cultures that, in short, collaborate so that the corporate environment is more inclusive. According to one mckinsey Survey shows that diverse teams ethnically, regionally and culturally have 33% more chance of having greater results, precisely because it increases the creativity and problem-solving capacity of companies. Mainly in technology, diverse teams bring more innovation and disruption.

Regarding organizational culture, which many claim is something impossible to build in remote work, I also disagree. Impulse is the greatest example of this. We were born 14 years ago and have always been 100% remote.We have an extremely strong culture based on freedom with responsibility. It is possible, yes, build culture in the remote since the remote is the culture. 

Going against remote work is a setback.Leaders, like Tallis Gomes, apply the model they believe to be the best model for their business, but this does not mean that the remote does not work. It is more than proven that it works. See almost 2 years of pandemic. Often we tend to blame the “o that” and not the “como” Productivity has fallen while the company was operating remotely also does not mean that the model is bad.The Goal itself shows us this. 

Mark Zuckerberg, September 2023 he announced that Meta employees would have to say goodbye to the home office to return to the office. What did he claim? Productivity problems, stating that 2024 would be the “Y year of Efficiency”. Now, in January of this year, the executive goes public again, this time to communicate that the tech giant will probably do the biggest wave of mass dismissal in your history. Almost 4 thousand employees will be cut. Virtually 5% of its global workforce. And what is the justification given? “Mau performance”. That is, the problem was not the remote.

The problem is usually in the management. It is necessary to understand that different models require different management formats. The biggest mistake is trying to apply the same way in which the team was managed in person for the remote model. The routines, processes, flows, communication, and even the tooling, have to be different. Impulse did not go from zero to more than R$ 50 million billing despite the remote and yes because of strong management and culture provided precisely by the remote.