To build better companies, leaders need to experiment more, quit ‘living in fear of opening Pandora’s box,’ says Wharton management professor Adam Grant

The blanket norm of mute-unless-you’re-speaking is crippling our virtual group interactions. Read more on how to de-sterilize your virtual gatherings and create intimacy.

UPS, Boeing and other employers are insisting on full-time attendance as some bosses lose patience with remote work.

He was working three full-time jobs at Meta, IBM, and Tinder. His bosses didn't know.

If it were up to you, where would you opt to work? As of August 2023, over half (54%) of American employees work mostly onsite, only a quarter work remotely… | 332 comments on LinkedIn

Remote work is not going anywhere.

Three years into a mass workplace experiment, we are beginning to understand more about how work from home is reshaping workers’ lives and the economy.

Although remote and hybrid work have been widespread for several years now, debates about the benefits and perils of these more flexible ways of working continue. A key reason is differing perspectives on how to prioritize necessary trade-offs. While much has been much written about the different perspectives of leaders and employees, one dimension that has received relatively little attention is if and how perceptions of hybrid work differ across geographies. In new research, the authors found some important differences leaders of global organizations and teams need to be aware of and act on.

One of the first major studies on remote work shows a hidden penalty of flexibility: less supervision.

Many companies have settled into a hybrid work strategy that shows little sign of fading, putting pressure on cities that are suffering from declining real-estate values.

It was too easy to fall into a sedentary lifestyle. I had to come up with a self-care regimen.

The ability to work remotely has become more valued than ever before, and that’s not going away, particularly among younger workers. Even in organizations that remain committed to offering employees significant remote or hybrid work, there is often a desire among leaders to foster togetherness with a return to in-person learning events. But as learning professionals, the authors hear many myths when it comes to what in-person learning — or in-person experiences more generally — can actually achieve. Here, they’ll dispel the ones they hear most often and show you how to maximize connection from in-person learning events.

*They might not actually make you go.

Across industries and incomes, more employees are being tracked, recorded and ranked. What is gained, companies say, is efficiency and accountability. What is lost?

Managers hoping to coax workers back to offices are trying to lead by example, trading their ocean views at vacation homes for seas of empty desks.

The American Opportunity Survey illuminates how many people are offered remote work, if it's effective, and how people feel about it.

Hyper-specific and unconventional roles are opening up to match a professional landscape no one has seen before.

Company culture may soon resemble what bosses want, rather than what workers want—and that could mean a lot more people in the office.

Worried about engaging interns and new employees in a hybrid world? Research by Iavor I. Bojinov and Prithwiraj Choudhury shows how "virtual watercooler" sessions can make all the difference.

Pick up the phone.

The pandemic changed where many of us work. It should also change when we work.

American workers are going back to bars, movies and sports arenas – pretty much everywhere but their offices.

Seven do’s and don’ts for managers.

It’s not just Zoom. Popular video chat platforms have design flaws that exhaust the human mind and body. But there are easy ways to mitigate their effects.

The rise of remote work during the pandemic is just one part of a generational shift that is redefining how and why we do our jobs.

A conversation about not letting work rule your life and what companies get right and wrong with flexible work.

The pandemic prompted a surge in the use of workplace surveillance programs – and they’re not going away any time soon

If cultivating a certain kind of workplace culture is important, it shouldn’t be extra work that goes uncompensated, researchers say.

People hired during the pandemic finally got a chance to see what their colleagues look like in real life; ‘there’s this weird moment when you lay eyes on someone who you know but you don’t know’

The longer that Covid-19 keeps people home, the harder it may be to get them back to offices, executives say.