It was shocking, to not say anything else, what the executive Tallis Gomes said about remote work some time ago: “(…it is impossible to build anything in this model. Don't be a hostage to a bum who wants to keep lounging around the house. Unfortunately, thoughts like these reflect a great prejudice that part of the market still carries. For those who carry out their activities this way, it is common to hear jibes suggesting that we do nothing or that we are professional procrastinators. Whoever thinks like this is mistaken and I will prove to you why
A first point to be considered is how much remote work is good for people. Study conducted by the University of São Paulo and FIA Business Schoolpoints out that 94% of professionals who perform their activities this way say that their quality of life has improved. This happens because some obstacles come from outside, like the long hours of commuting from home to the company, a very cruel reality especially in companies located in large cities like São Paulo and Rio de Janeiro. Balance and quality of life do not mean "fooling around" but rather motivation.
Furthermore, working from home still allows for more time with family, promoting greater autonomy to balance professional and personal lives. For this reason, working without physical fatigue and with more time to dedicate to personal projects, the employees end up more motivated and willing to give their best in the company. And as it concluded oneresearch conducted by the consultancy Right Management, after consulting 30 thousand people from 15 countries, motivated people produce 50% more
And this is also corroborated by the companies, since astudy conducted by EYshowed that 74% of employers also noticed greater efficiency in recent years. Going further, Brazil is one of the leaders in the global turnover index, with data from the General Register of Employed and Unemployed Workers (CAGED)pointing out that the national rate reaches 56%. With the adoption of remote work, this number tends to plummet, since a survey by Robert Halfshows that 80% of Brazilians want a better balance between personal and professional life to feel happier in their careers.
Dadults of the digital transformation report of Latin Americapoint out that companies that embrace remote work see a productivity increase 41% higher than those that barely allow activities at home. This happens because, no home, people tend to work more, what benefits companies. This is what a study by the National Bureau of Economic Research of the United States shows, I attest that the employees who perform their duties from home end up working, on average, 48 minutes more
Another point worth bringing to the discussion is the issue of diversity and the increase in job opportunities for people living far from major centers. When in-person was still the focus, a company from São Paulo, for example, only counted on collaborators who lived in the same city due to logistics. With remote work, people from distant regions have equal chances of working in large companies without, for that, will need to face an unplanned change of municipality.
With that, the exchange of ideas between people from different regions of Brazil increases, enabling access to different cultures that, on top of that, collaborate to make the corporate environment more inclusive. According to aMcKinsey surveyshows that diverse ethnic teams, regionally and culturally have a 33% higher chance of achieving better results, precisely for increasing the creativity and problem-solving ability of companies. Mainly in technology, diverse times bring more innovation and disruption
In relation to organizational culture, that many claim is something impossible to build in remote work, I also disagree. The Impulse is the biggest 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 as long as the remote is the culture.
Going against remote work is a setback. Leaderships, like Tallis Gomes, they apply the model they believe to be the best model for their business, however this does not mean that the remote does not work. It is more than proven that it works. See almost 2 years of pandemic. Many times we tend to blame the "what" and not the "how". The drop in productivity while the company was operating remotely does not mean that the model is bad. Meta itself shows us this.
Mark Zuckerberg, in September 2023, announced that Meta employees would have to say goodbye to remote workto return to the office. What was claimed? Productivity issues, claiming that 2024 would be the "Year of Efficiency". Now, in January of this year, the executive goes public again, this time to communicate that the tech giant will probablythe largest wave of mass layoffs in its history. Almost 4 thousand employees will be laid off. Practically 5% of your global workforce. And what is the justification given? "Poor performance". That is to say, the problem was not the remote
The problem is usually in management. It is necessary to understand that different models require different management formats. The biggest mistake is trying to apply the same way of managing the team in person to the remote model. The routines, processes, flows, the communication, and even the tools, they have to be different. The Impulso did not go from zero to over R$ 50 million in revenue despite remote work, but rather because of strong management and culture provided precisely by remote work
