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December 1, 2022

Is Working from Home Working at All? – The Ampersand December 2022

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Dear Friends and Colleagues,

Let’s talk about the whole work from home thing, shall we? To be clear, WFH, the now accepted acronym, a sure sign of work from home’s embeddedness in society, is a thing. Unlike other Covid mementos – foam pool noodles in golf holes, sourdough bread starter kits, virtual happy hours, Deena Hinshaw — WFH is here to stay (as is Covid, it would appear). But before we dive in, let us first acknowledge the degree to which this whole WFH discussion is limited to a relatively small number of us.

Fact is, the majority of us don’t have the choice as to where we get to work. The very idea of a debate on the topic must baffle the butchers, flummox the pharmacists, madden the mechanics, and bewilder the bus drivers – all of whom surely find the pearl clutching of the WFH class fatiguing. Alas, tis we who read (no less write) this circular. With apologies to the lifeguards, roughnecks, front-line nurses and docs, construction workers and cleaners, firefighters and police, pilots, hairdressers, soldiers, garbage collectors and so many more, let’s ask the question: Is working from home working at all?

While this is a discussion that impacts relatively few – according to the US Census Bureau, between 2019 and 2021, the number of people primarily working from home tripled(!)…from a meagre 5.7% to a less meagre 17.9% and in Canada, where winters are colder and trust in government is higher, the numbers were slightly greater but even here, a nation of housebound rule followers, only around one-third of the workforce would engage, let alone sympathize, with this confab – it is still a discussion worth having. WFH is not Gen Z’s Y2K IMO.

Notably, professional and financial services are two industries stubbornly staying home. According to Statistics Canada,at the peak of the early Covid WFH – May 2020 – 71% of financial service types and 76% of those working in law firms, accounting firms, search firms and the like, were comfortably ensconced at home, dog at their feet, appropriately dressed from the waist up. And while those numbers have declined with the passage of time, they are descending like Melania on an escalator – grudgingly.

Ironically, given the thesis I’m working toward, above and beyond the comfort and convenience of working from home, the executive search business, perhaps uniquely, was made considerably easier while WFHing. Searches were concluded with greater speed and discretion, two of the most important KPIs in our world. On scheduling, imagine a shortlist of six candidates and an interview panel of three. That’s 18 different calendars to manage and meetings to host; a task significantly simplified in a virtual world. On discretion, gone are the days of raised eyebrows in the workplace when your crisp suit and polished shoes belied your narrative of having to attend dear aunt Mabel’s funeral. Again. When clandestine job interviews can be conducted from the comfort and secrecy of your kitchen table, Mabel can live a long, productive life.

And yet, I’m here to tell you that I think we professionals – or at least some of us – need to be back in the office for at least some of the time. Preferably, the same time. For all the conveniences and comforts of WFH, the office still matters, both for your present, and more importantly for the group to whom this is primarily addressed: your future. Career is a contact sport best watched live, rather than on TV. As with a puck or ball, your likelihood of catching a break is significantly lower from your La-Z-Boy recliner.

Many months ago, in our March, 2022 edition of this dispatch, I wrote about the emerging WFH problem, as I then saw it:

“There’s a more existential reason to suggest your people come back. And, no, it’s not about productivity. It has been well documented that productivity went up during the WFH era. And, no, it’s not about culture erosion, though that point is more debatable. An indisputable area of concern for both employer and employee is knowledge transfer. I fear there will be a knowledge clot that will work its way to the brain of many organizations; a sort of air-pocket of two plus years of institutional memory and mentorship that will impact this Covid cohort for the rest of its career.

The ‘coffee maker collisions’; those happenstance mentoring moments between a superior and subordinate simply aren’t happening. And those interactions are in the best interests of all involved. The young analyst who isn’t in the right place at the right time to meet that VP and be brought into the Big Project; that VP who isn’t able to ask the name of her young charge while riding the elevator, perhaps a future star who might just have turned into her successor. The inability to pass down, through office osmosis, the unwritten rules of the road, the Marauder’s Map of workplace politics, that’s where the rubber hits the road.”

Nearly one year later, I believe working from home is working – in the production sense. Unlike many of my generation, I mostly trust that even when I can’t see you, you are, in fact, engaged in your daily toil. But working from home is not working in the functioning sense of the definition. As in, advancement, contribution, and engagement. And unless they are prepared to accept a different – much flatter – career trajectory, those rigidly dug in on WFH are increasingly seen as AWOL and could soon be SOL.

You see, while culture matters and though productivity remains high, the absence of those coffee maker collisions means WFH isn’t just creating a knowledge transfer challenge, it will, IMHO, result in a new form of workplace inequity. In one, three, five years’ time, those who chose to go back to the office on a regular basis will be earning greater sums, achieving promotions faster and be more sought after than those who did not. This will act as an accelerant to the OG gender-based workplace inequity, for surveys have consistently shown that more women than men have chosen to, or in certain instances must, WFH. But wait, there’s more! OMG!

In what can only be described as a double standard, this pressure to get back to the office will impact young people more than us old folks. Why? Because we’ve already made it. We don’t need to prove ourselves to anyone and we’re quite done trying. The only reason we need to come back to the office is to lead by example but that’s more of a virtue than a requirement. So, cruelly, the younger people, who generally prefer to WFH are the ones who need to come back while the old ones can continue to wear slippers to work. WTF?

And even if you don’t have FOMO (Fear of Missing Out), you will MO if your M.O. is to consistently miss in-office gatherings, be they social or professional, and in no scenario is that good for your career advancement. Like self-driving cars and Daylight Savings Time, WFH, IMHO, will only work to its full potential if we all agree to do it at the same time, or at least in a more thoughtful manner than we’ve seen to date.

And that’s starting to happen. This article from Avison Young proves what we’ve all been sensing on our daily commute for the last several months. That certain days are more popular than others. Wednesday, it would appear, is the new Monday as most hybrid workplaces seem to have elected Hump Day to work in three dimensions. Beyond that, there seems to be no rhyme nor reason to the Starbucks line length, the morning commute, or the lunch hour food court rush.

But imagine if the whole world could agree on a set WFH schedule? We could all see each other, no FOMO, on those in-the-office days, and we could all WFH, no CYA, when we’re to be at home. Better yet, BTW, restaurants could staff up and stock up. Transit could adjust its schedule. Road crews could fix potholes when the WFHrs are WFHing!  Companies could calibrate energy consumption; retail could amend opening and closing hours. On those in office days, we’d be productive AF and on those WFH days, we’d all truly be W’ing FH.

Unfortunately, IRL, as we’ve learned with trying to run a hybrid meeting – half the people in the boardroom and half on screen – it doesn’t work. We need to take that same lesson and apply it to the cadence of our work week. All in or all out. Great idea but it’ll never happen. Every organization has distinct needs, peaks, valleys, and other unique considerations. Before we can even attempt to standardize which days of the week on which we all agree to wear pants, we first must compel our people to head into the office at all.

Bottom line? IDK. But, I think, if you’re on the ascent of your career, you can probably have a good one by working remotely, by not engaging in the new world office politics, and by hoping to catch a few good bounces while stationed at your kitchen table. But make no mistake: your career trajectory will be flatter. The bet-the-farm deal, the once-in-a-career file, the daily collisions, and mentoring moments will benefit those who are around to experience them.

IOW, the likelihood of a great career increases if you make a few uncomfortable sacrifices as you’re starting out.

Like this old guy did.

TTYL,

Adam.

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YANOUK POIRIER

ASSOCIÉ-DIRECTEUR
M. Yanouk Poirier cumule plus de 25 ans d'expérience professionnelle et il a dirigé avec succès de nombreuses missions de recrutement exécutif, de conseil en leadership et de recrutement de membres de conseils d'administration pour des PME, de grandes entreprises nationales et internationales.

Très impliqué, M. Poirier siège aux conseils d'administration de Penrhyn International, du Club St-James de Montréal et de la Fondation du cancer du sein du Québec. Il est également mentor et gouverneur pour l'Université de Sherbrooke. Yanouk se décrit comme un homme de famille, un père, un entrepreneur et un connecteur. Il croit profondément que nous pouvons changer le monde un leader à la fois et que nous avons la responsabilité de redonner à la société.

Titulaire d'un MBA de l'Université de Sherbrooke, Yanouk détient également un post-MBA axé sur les grands enjeux stratégiques mondiaux. Il est également certifié en coaching exécutif (ACC) par l'International Coaching Federation.
CO-MANAGING PARTNER
Mr. Yanouk Poirier has over 25 years of professional experience and has successfully led numerous missions in executive recruitment, leadership consulting, and board member recruitment for SMEs, large national and international companies. Highly involved, Mr. Poirier sits on the boards of Penrhyn International, Club St-James in Montreal, and the Quebec Breast Cancer Foundation. He also serves as a mentor and Governor for the University of Sherbrooke. Yanouk describes himself as a family man, a father, an entrepreneur, and a connector. He deeply believes that we can change the world one leader at a time and that we have a responsibility to give back to society.

Holder of an MBA from the University of Sherbrooke, Yanouk also holds a post-MBA focusing on major global strategic issues. He is certified in executive coaching (ACC) by the International Coaching Federation.

CYNTHIA LABONTÉ, MBA

ASSOCIÉE-DIRECTRICE
Depuis plus de 20 ans, Cynthia Labonté assiste des conseils d'administration et des dirigeants d’entreprises dans la gestion complète des processus de recrutement de cadres exécutifs. Auparavant, elle a dirigé une équipe en recrutement de cadres au sein d’une importante firme de consultation stratégique au Canada.

Elle a réalisé à bien, plus de 350 mandats de recrutement de cadres exécutifs pour des entreprises et des firmes réputées dans les secteurs manufacturier et industriel, de la distribution, du commerce de détail, des services professionnels et des organisations à but non lucratif. Son esprit entrepreneurial et son sens des affaires, lui permettent de reconnaître la culture unique et d’analyser le leadership requis afin de répondre aux enjeux d’affaires de ses clients.

Mme Labonté est membre d’EntreChefs (réseau de plus de 2000 membres d’entrepreneurs au Québec). Cynthia est très impliquée dans la communauté philantropique de Montréal et participe activement à des conseils d’administration et de nombreuses causes locales.

Elle est titulaire d'une double diplomation MBA de l'Université Paris-Dauphine et de l'ESG-UQAM.
CO-MANAGING PARTNER
For over 20 years, Cynthia Labonté has been assisting boards of directors, corporate executives and public organizations in the complete management of executive search processes. Previously, she led a team of senior managers and consultants at a major Canadian strategic consulting and executive search firm.

She has successfully completed over 350 executive search mandates for leading companies and firms in the manufacturing, industrial, distribution, retail, professional services and not-for-profit sectors. Her entrepreneurial spirit, business acumen, rigor and analytical skills are essential attributes that enable her to recognize the unique culture and needs of organizations, and to analyze the leadership required to meet her clients' business challenges.

Ms. Labonté is a member of EntreChefs (a network of over 2,000 entrepreneurs in Quebec). Cynthia is very involved in Montreal's philanthropic community, actively participating on boards and in many local causes.

She holds a double MBA from Université Paris-Dauphine and from ESG-UQAM in Montreal.

ROBIN FERRÉ

CONSULTANT
Robin Ferré est consultant en recherche de cadres exécutifs.

Avant de se joindre à Humanis, Robin a travaillé comme consultant, puis directeur chez un acteur important en recrutement exécutif ou il a œuvré dans des secteurs variés tels que les services professionnels, les technologies ou le secteur manufacturier.

Auparavant, il a travaillé dans diverses organisations en Europe et au Canada, dans des fonctions liées aux ressources humaines et au recrutement.

Durant son temps libre, Robin est très impliqué dans sa communauté. Il est membre du conseil d’administration de la Société Économique de l’Ontario et du conseil d’administration de l’Alliance Française de Toronto.

Il est également un grand amateur de sports de combats qu’il aime pratiquer ou simplement regarder, après un bon diner avec ses proches.

Robin Ferré est titulaire d'un baccalauréat en droit et d'une maîtrise en ressources humaines.
CONSULTANT
Robin Ferré is an executive search consultant.

Prior to joining Humanis, Robin worked as a consultant and then as a director for a major player in executive search in Canada, where he worked in a variety of sectors including professional services, technology and manufacturing.

Prior to this, he worked in various organizations in Europe and Canada, in human resources and recruitment functions.

In his spare time, Robin is very involved in his community. He is a board member of the Société Économique de l’Ontario and the Alliance Française de Toronto.

He's also a big fan of combat sports, which he likes to practice or simply watch after a good dinner with his loved ones.

Robin Ferré holds a bachelor's degree in Law and a master's degree in Human Resources.

MARIA ICAZA

CONSULTANTE
Maria Icaza vient de Mexico et possède plus de 13 ans d'expérience en recrutement de cadres. Elle collabore en continu avec les associés pour le recrutement de cadres supérieurs dans les secteurs manufacturier et distribution, de la vente au détail, des services professionnels et des OBNL. Elle a surtout travaillé sur des mandats au Canada et au Mexique, elle a aussi effectué quelques projets en Europe et aux États-Unis.

Elle a d’excellentes aptitudes relationnelles et sait naturellement attirer des talents de haut niveau. Outre sa passion pour les relations interpersonnelles, elle s’épanouit en apprenant sans cesse. Engagée auprès de la firme, elle comprend le marché des talents et carbure travail d’équipe.

Elle possède un baccalauréat en marketing de la Universidad del Valle de Mexico.

Maria est parle couramment l’espagnol et l’anglais et améliore son français de façon intensive!
CONSULTANT
Maria Icaza is from Mexico City; she has more than 13 years of experience in executive search. She has collaborated with partners on senior management roles up to C-Suite positions in the manufacturing, consumer, retail, pharmaceutical, industrial and professional services industry. She has been working in Mexico and Canada, nevertheless she did some assignments in Latin-America, Europe, and in the United States.

She has strong interpersonal skills and naturally attracts high-caliber talents. Besides her love for connecting with people, she aims to learn new things every day. Committed and devoted to the firm, she understands the talent market and thrives from being part of a team.

She has a Bachelor’s degree in Marketing from Universidad del Valle de Mexico.  

Fluent in Spanish and English, and in French (in development).

STÉPHANIE LAROSE

COORDONNATRICE DE PROJETS
Stéphanie œuvre en communications et en recherche depuis plus de 10 ans. Toujours à l’affût du mot juste, elle se spécialise en rédaction, en traduction et en révision. Elle a également à son actif plusieurs mandats de recherche de candidats. Son sujet de prédilection reste l’humain : l’exploration du potentiel de celui-ci la fascine.

Véritable caméléon, elle navigue au sein d’industries variées et côtoie tant des profils exécutifs qu’artistiques. Sa force réside dans sa curiosité ainsi que son sens de l’écoute de ses collaborateurs.

Titulaire d’un baccalauréat en Lettres modernes de l’Université de Lorraine (France), elle accorde une place importante à la bonification de ses connaissances linguistiques et littéraires. Sensible à l’art sous toutes ses formes et créative, elle tire son inspiration de ceux qui osent sortir du lot.

Mère de deux jeunes enfants, l’éducation et l’ouverture sur le monde restent au cœur de ses priorités. Dans ses temps libres, rien ne la ravit plus que de recevoir à sa table des personnes authentiques et ricaneuses.
PROJECT COORDINATOR
Stéphanie has been working in communications and research for over 10 years. Always looking for the right word, she specialized in writing, translating, and proofreading. She has also worked on many search mandates. Her favourite topic remains human beings: exploring their potential fascinates her.

A true chameleon, she has worked within various industries and still deals equally with executive and artistic profiles. Her strength lies in her curiosity and her listening skills towards her collaborators.

She holds a Bachelor’s degree in Modern Literature from Université de Lorraine (France) and attaches great importance to improving her linguistic and literary knowledge. Sensitive to art in all its forms and creative, she draws inspiration from those who dare to stand out.

A mother to two young children, education and openness to the world remain at the heart of her priorities. During her free time, nothing pleases her more than to welcome at her table people who are authentic and have a great sense of humour. 

RICHARD BÉLANGER

CONSULTANT SENIOR
Le parcours de Richard Bélanger en tant que gestionnaire de haut niveau lui a permis d'accompagner plusieurs types d'entreprises dans divers secteurs d'activité, principalement en recherche de cadres mais aussi dans leur processus de planification de la relève.

Son expérience de plus de 25 ans dans le domaine du recrutement exécutif a été acquise au sein de sa propre firme ainsi qu’auprès d’une importante firme canadienne de consultation stratégique et de recherche de cadres.

Richard a été président d’une filiale au sein d’un important détaillant et distributeur dans le domaine des produits de consommation et de vente par catalogue au Canada.

Il siège sur différents conseils d’administration et a développé un réseau enviable basé sur ses valeurs personnelles qui sont l’authenticité, la rigueur et le sens de l’éthique. Ses compétences relationnelles et sa capacité d’écoute active combinées à son courage managérial lui permettent de s’assurer de la compréhension des besoins de sa clientèle.
SENIOR CONSULTANT
Richard Bélanger is a senior consultant who has extensive experience in high-level management which has allowed him to support several types of businesses in different industries and sectors, mainly in executive search but also in their succession planning process.

His experience of more than 25 years in the field of executive recruitment was acquired within his own firm as well as with a major Canadian strategic consulting and executive search firm.

Richard was President of a subsidiary of a key retailer and distributor of consumer products and catalog sales in Canada.

He serves on different Boards of Administration and has developed an enviable network based on his personal values which are authenticity, rigor, and a sense of ethics. His people skills and his ability to actively listen combined with his managerial courage allow him to ensure that the needs of his customers are understood.
Richard Bélanger
514.808.6084