Gary Ellis
President
Jacobsen Construction Company
Salt Lake City, Utah
Our employees have greatly enjoyed the same benefits of working from home that apply across all industries, including eliminating commute times, reducing driving time between appointments and meetings, as well as the added freedom to adjust work-life balance as needed.
On top of these advantages, working from home has led to more efficient collaboration between our preconstruction professionals and the architectural and engineering partners with whom they consult closely.
Even so, there are the everyday advantages of working in an office that our employees miss, including the opportunity to have impromptu connections and collaboration while passing in the halls. Additionally, each person’s added ability to fine tune their work-life balance can become a double-edged sword if they are always an arm’s-length away from work. Jacobsen’s leaders have emphasized that the company respects appropriate work-life balance boundaries to the furthest extent possible. Unfortunately, there can also be a tendency for increased loneliness due to the extra time spent at home. Because of the mental health challenges this can present, Jacobsen has made it a point to consistently solicit feedback about employee morale and to institute meaningful team-building activities (held virtually) across the company.
Andrew Gagel
Vice President
JK2 Scenic
Apopka, Florida
At JK2 Scenic, we have found that technology allows us to create best practices multi-functionally across the organization when making work-from-home decisions. As vice president, I have learned that remote work can be a viable option for the right company and the right employees.
Pros: Remote work affords companies a broader reach when expanding their talent base. For the right candidates, it can generate more creativity, which is the lifeblood of many organizations, including JK2 Scenic. New generations are looking for careers that offer a work-life balance and a personalized atmosphere, as it saves them time and money.
Cons: Employers must have a clear process for how to manage a remote or partial remote workforce. Remote employees must be accountable and trusted with proper workstations, rituals and virtual meetings with live cameras. Cross-department collaboration and camaraderie can be difficult. Not all positions can be performed remotely, so it may create inequalities in your workforce, which need to be managed as they crop up.
Ultimately, I believe companies need to embrace this new trend with the right processes, rhythms, methodologies and eyes wide open.
Jeff Cann
Chief Information Officer
Encore Electric, Inc.
Lakewood, Colorado
Six months into the COVID-19 pandemic, companies are either resigned to work-from-home mandates or embracing them as an opportunity to learn and grow.
Some leaders are uncomfortable because they no longer have eyes on their employees or are frustrated that it is hard to drop in for a quick question. Other leaders have appreciated the opportunity to use technology to connect with their people.
Offices allow for easy socialization, which is important to build a workplace culture. The flip side is that socializing is disruptive to the work environment. Depending on household circumstances, people may experience much more (or much less) uninterrupted time while working from home!
One of the biggest lessons for Encore Electric Inc. has been to turn on video when we are in a video meeting; this greatly improves communication because it allows us to see the non-verbal cues, especially facial expressions.
We also learned that it is important to set expectations about employee availability. For example, if someone does not answer a request for an audio or video call, what is the expectation of the time elapsed to return the call?
