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    Return to Office Hits a Snag: Young Resisters

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    A generation gap has emerged between them and colleagues who value the workplace over the advantages of remote work. Bridging it may require flexibility.David Gross, an executive at a New York-based advertising agency, convened the troops over Zoom this month to deliver a message he and his fellow partners were eager to share: It was time to think about coming back to the office.Mr. Gross, 40, wasn’t sure how employees, many in their 20s and early 30s, would take it. The initial response — dead silence — wasn’t encouraging. Then one young man signaled he had a question. “Is the policy mandatory?” he wanted to know.Yes, it is mandatory, for three days a week, he was told.Thus began a tricky conversation at Anchor Worldwide, Mr. Gross’s firm, that is being replicated this summer at businesses big and small across the country. While workers of all ages have become accustomed to dialing in and skipping the wearying commute, younger ones have grown especially attached to the new way of doing business.And in many cases, the decision to return pits older managers who view working in the office as the natural order of things against younger employees who’ve come to see operating remotely as completely normal in the 16 months since the pandemic hit. Some new hires have never gone into their employers’ workplace at all.“Frankly, they don’t know what they’re missing, because we have a strong culture,” Mr. Gross said. “Creative development and production requires face-to-face collaboration. It’s hard to have a brainstorm on a Zoom call.”Some industries, like banking and finance, are taking a harder line and insisting workers young and old return. The chief executives of Wall Street giants like Morgan Stanley, Goldman Sachs and JPMorgan Chase have signaled they expect employees to go back to their cubicles and offices in the months ahead.Other companies, most notably those in technology and media, are being more flexible. As much as Mr. Gross wants people back at his ad agency, he is worried about retaining young talent at a time when churn is increasing, so he has been making clear there is room for accommodation.“We’re in a really progressive industry, and some companies have gone fully remote,” he explained. “You have to frame it in terms of flexibility.”In a recent survey by the Conference Board, 55 percent of millennials, defined as people born between 1981 and 1996, questioned the wisdom of returning to the office. Among members of Generation X, born between 1965 and 1980, 45 percent had doubts about going back, while only 36 percent of baby boomers, born between 1946 and 1964, felt that way.And if anything, the rise of the Delta variant of the coronavirus in recent days may fuel resistance among reluctant officegoers of all ages.“Among the generations, millennials are the most concerned about their health and psychological well-being,” said Rebecca L. Ray, executive vice president for human capital at the Conference Board. “Companies would be well served to be as flexible as possible.”Matthew Yeager, 33, quit his job as a web developer at an insurance company in May after it told him he needed to return to the office as vaccination rates in his city, Columbus, Ohio, were rising. He limited his job hunting to opportunities that offered fully remote work and, in June, started at a hiring and human resources company based in New York.“It was tough because I really liked my job and the people I worked with, but I didn’t want to lose that flexibility of being able to work remotely,” Mr. Yeager said. “The office has all these distractions that are removed when you’re working from home.”Mr. Yeager said he would also like the option to work remotely in any positions he considered in the future. “More companies should give the opportunity for people to work and be productive in the best way that they can,” he said.Even as the age split has managers looking for ways to persuade younger hires to venture back, there are other divides. Many parents and other caregivers are concerned about leaving home when school plans are still up in the air, a consideration that has disproportionately affected women during the pandemic.At the same time, more than a few older workers welcome the flexibility of working from home after years in a cubicle, even as some in their 20s yearn for the camaraderie of the office or the dynamism of an urban setting.Still, that so many young people are working from home is a reversal of longstanding habits, said Julia Pollak, a labor economist at ZipRecruiter, the online employment marketplace.“The norm for so long is that remote work in office jobs has been reserved for the oldest and most senior and most trusted,” she said. “It’s interesting how quickly young workers have embraced this.”When they work apart, younger employees lose chances to network, develop mentors and gain valuable experience by watching colleagues close-up, veteran managers say.In some cases, older millennials like Jonathan Singer, 37, a real estate lawyer in Portland, Ore., find themselves making the case for returning to the office to skeptical younger colleagues who have grown accustomed to working from home.“As a manager, it’s really hard to get cohesion and collegiality without being together on a regular basis, and it’s difficult to mentor without being in the same place,” Mr. Singer said. But persuading younger workers to see things his way has not been easy..css-1xzcza9{list-style-type:disc;padding-inline-start:1em;}.css-3btd0c{font-family:nyt-franklin,helvetica,arial,sans-serif;font-size:1rem;line-height:1.375rem;color:#333;margin-bottom:0.78125rem;}@media (min-width:740px){.css-3btd0c{font-size:1.0625rem;line-height:1.5rem;margin-bottom:0.9375rem;}}.css-3btd0c strong{font-weight:600;}.css-3btd0c em{font-style:italic;}.css-w739ur{margin:0 auto 5px;font-family:nyt-franklin,helvetica,arial,sans-serif;font-weight:700;font-size:1.125rem;line-height:1.3125rem;color:#121212;}#NYT_BELOW_MAIN_CONTENT_REGION .css-w739ur{font-family:nyt-cheltenham,georgia,’times new roman’,times,serif;font-weight:700;font-size:1.375rem;line-height:1.625rem;}@media (min-width:740px){#NYT_BELOW_MAIN_CONTENT_REGION .css-w739ur{font-size:1.6875rem;line-height:1.875rem;}}@media (min-width:740px){.css-w739ur{font-size:1.25rem;line-height:1.4375rem;}}.css-9s9ecg{margin-bottom:15px;}.css-uf1ume{display:-webkit-box;display:-webkit-flex;display:-ms-flexbox;display:flex;-webkit-box-pack:justify;-webkit-justify-content:space-between;-ms-flex-pack:justify;justify-content:space-between;}.css-wxi1cx{display:-webkit-box;display:-webkit-flex;display:-ms-flexbox;display:flex;-webkit-flex-direction:column;-ms-flex-direction:column;flex-direction:column;-webkit-align-self:flex-end;-ms-flex-item-align:end;align-self:flex-end;}.css-12vbvwq{background-color:white;border:1px solid #e2e2e2;width:calc(100% – 40px);max-width:600px;margin:1.5rem auto 1.9rem;padding:15px;box-sizing:border-box;}@media (min-width:740px){.css-12vbvwq{padding:20px;width:100%;}}.css-12vbvwq:focus{outline:1px solid #e2e2e2;}#NYT_BELOW_MAIN_CONTENT_REGION .css-12vbvwq{border:none;padding:10px 0 0;border-top:2px solid #121212;}.css-12vbvwq[data-truncated] .css-rdoyk0{-webkit-transform:rotate(0deg);-ms-transform:rotate(0deg);transform:rotate(0deg);}.css-12vbvwq[data-truncated] .css-eb027h{max-height:300px;overflow:hidden;-webkit-transition:none;transition:none;}.css-12vbvwq[data-truncated] .css-5gimkt:after{content:’See more’;}.css-12vbvwq[data-truncated] .css-6mllg9{opacity:1;}.css-qjk116{margin:0 auto;overflow:hidden;}.css-qjk116 strong{font-weight:700;}.css-qjk116 em{font-style:italic;}.css-qjk116 a{color:#326891;-webkit-text-decoration:underline;text-decoration:underline;text-underline-offset:1px;-webkit-text-decoration-thickness:1px;text-decoration-thickness:1px;-webkit-text-decoration-color:#326891;text-decoration-color:#326891;}.css-qjk116 a:visited{color:#326891;-webkit-text-decoration-color:#326891;text-decoration-color:#326891;}.css-qjk116 a:hover{-webkit-text-decoration:none;text-decoration:none;}“With the leverage that employees have, and the proof that they can work from home, it’s hard to put the toothpaste back in the tube,” he said.Fearful of losing one more junior employee in what has become a tight job market, Mr. Singer has allowed a young colleague to work from home one day a week with an understanding that they would revisit the issue in the future.“It’s just not possible to say no to some remote work,” Mr. Singer explained. “It’s simply not worth risking losing a good employee because of a doctrinaire view that folks need to be in the office.”Amanda Diaz, 28, feels relieved she doesn’t have to go back to the office, at least for now. She works for the health insurance company Humana in San Juan, P.R., but has been getting the job done in her home in Trujillo Alto, which is about a 40-minute drive from the office.Humana offers its employees the option to work from the office or their home, and Ms. Diaz said she would continue to work remotely as long as she had the option.“Think about all the time you spend getting ready and commuting to work,” she said. “Instead I’m using those two or so hours to prepare a healthy lunch, exercising or rest.”Alexander Fleiss, 38, chief executive of the investment management firm Rebellion Research, said some employees had resisted going back into the office. He hopes peer pressure and the fear of missing out on a promotion for lack of face-to-face interactions entices people back.“Those people might lose their jobs because of natural selection,” Mr. Fleiss said. He said he wouldn’t be surprised if workers began suing companies because they felt they had been laid off for refusing to go back to the office.Mr. Fleiss also tries to persuade his staff members who are working on projects to come back by focusing on the benefits of face-to-face collaborations, but many employees would still rather stick to Zoom calls.“If that’s what they want, that’s what they want,” he said. “You can’t force anyone to do anything these days. You can only urge.” More

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    Work at Home or the Office? Either Way, There’s a Start-Up for That.

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    As more Americans return to an office a few days a week, start-ups providing tools for hybrid work are trying to cash in.SAN FRANCISCO — Before the pandemic, Envoy, a start-up in San Francisco, sold visitor registration software for the office. Its system signed in guests and tracked who was coming into the building.When Covid-19 hit and forced people to work from home, Envoy adapted. It began tracking employees instead of just visitors, with a screening system that asked workers about potential Covid symptoms and exposures.Now as companies begin reopening offices and promoting more flexibility for employees, Envoy is changing its strategy again. Its newest product, Envoy Desks, lets employees book desks for when they go into their company’s workplace, in a bet that assigned cubicles and five days a week in the office are a thing of the past.Envoy is part of a wave of start-ups trying to capitalize on America’s shift toward hybrid work. Companies are selling more flexible office layouts, new video-calling software and tools for digital connectivity within teams — and trying to make the case that their offerings will bridge the gaps between an in-person and remote work force.The start-ups are jockeying for position as more companies announce plans for hybrid work, where employees are required to come in for only part of the week and can work at home the rest of the time. In May, a survey of 100 companies conducted by McKinsey found that nine out of 10 organizations planned to combine remote and on-site working even after it was safe to return to the office.Providing tools for remote work is potentially lucrative. Companies spent $317 billion last year on information technology for remote work, according to the research company Gartner. Gartner estimated that spending would increase to $333 billion this year.An Envoy employee demonstrating how to use the software to book a desk.Lauren Segal for The New York TimesHybrid and remote work have the potential to benefit workers for whom office environments were never a good fit, said Kate Lister, president of the consulting firm Global Workplace Analytics. This includes women, racial minorities, people with caregiving responsibilities and those with disabilities, along with introverts and people who simply prefer to work at odd hours or in solitude.But she and others also warned that the move to hybrid work could make remote workers “second-class citizens.” Workers who miss out on the camaraderie of in-person meetings or the spontaneity of hallway chats may end up being passed over for raises and promotions, they said.That, start-up founders argue, is where their products come in.Rajiv Ayyangar, the chief executive and co-founder of Tandem, leads one of several software start-ups that have created desktop apps that help teams better collaborate with one another and that recreate the feeling of being in an office. He said Tandem’s product was trying to help with “presence” — the ability to know what one’s teammates are doing in real time, even if the worker is not with their colleagues in the office.Tandem’s desktop program, which costs $10 a month for each user, shows what teammates are working on so colleagues know if they are available for a spontaneous video call within the app. The list of user statuses automatically updates to let people know if their co-workers are on a call, writing in Google Docs or doing some other task.Pragli and Tribe, two software start-ups that have been around since 2019, also offer similar products. People can use Pragli’s product to create standing audio or video calls that others can join. It is free, though the company plans to introduce a paid product. Tribe’s software uses busy and available statuses to facilitate in-platform video calls; it is currently only accessible with an invitation.Owl Labs, a start-up founded in 2017, is also trying to tackle “presence.” It makes a 360-degree video camera, microphone and speaker that sits in the middle of a conference table and automatically zooms in on the person who is speaking.Owl’s 360-degree camera, microphone and speaker system is intended to remote workers to attend meetings seamlessly.Owl LabsThe company, which said its customers quadrupled to more than 75,000 organizations over the pandemic, said the $999 camera was a way for remote workers to participate in office meetings by being able to see everyone who is speaking, rather than the limited view enabled by a single laptop camera.Other start-ups, such as Kumospace and Mmhmm, said they were working on improving video communications for hybrid work. Kumospace, a video-calling start-up, structures calls so that users enter a virtual room. They then navigate the room using arrow keys and can talk to people when they are close to them.The design is meant to replicate in-person socializing, where people can mill around and have multiple conversations in the same room. That contrasts with a service like Zoom, where everyone is by default in the same conversation as soon as they enter the video call.Mmhmm, which was created by the founder of the note-taking and productivity app Evernote, Phil Libin, offers a variety of interactive video backgrounds, tools for sharing slideshows and other features for live conversations and asynchronous presentations. It has a free version and a premium version, which costs $8.33 per employee a month.Some companies said their products can help businesses understand their space usage as fewer workers come in needing desks. Density, a start-up in San Francisco, makes a product that uses custom depth sensors to measure how many people are entering an area or use an open space. Companies can then analyze that data to understand how much of their office space they are actually using, and downsize as necessary.Density also plans to offer other tools for hybrid work. Last month, it acquired a software start-up that provides a system for desk and space reservation.Envoy said its new Desks product had attracted 400 companies, including the clothing retailer Patagonia and the film company Lionsgate.Larry Gadea, chief executive of Envoy, at the company’s headquarters.Lauren Segal for The New York Times“The companies that use us get much more accurate data that’s standardized across all their offices globally,” said Larry Gadea, Envoy’s chief executive. “And then it’s around using that data to inform space planning things. Do we need more floors? Do we need more meeting rooms? Do we need more desks? Do we need more desks for this one team?”Lionsgate said it had used Envoy’s products since before the pandemic. When the coronavirus arrived, it turned to Envoy’s employee-screening software to provide health checks to those entering the office.Now, as more employees return to in-person work, the company is using Envoy to manage where everyone sits, as well as to track who is coming in. Lionsgate said the information can help determine how often teams will need to be in the office.“We’ll be able to know really how much space we need,” said Heather Somaini, Lionsgate’s chief administrative officer. “So I think it’ll be really useful.” More

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    Biden Tells OSHA to Issue New Covid-19 Guidance to Employers

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    #masthead-section-label, #masthead-bar-one { display: none }The Biden AdministrationliveLatest UpdatesBiden Takes OfficePandemic Response17 Executive Orders SignedAdvertisementContinue reading the main storySupported byContinue reading the main storyBiden Tells OSHA to Issue New Covid-19 Guidance to EmployersUnions, which largely support the new president, had complained that the Trump administration did little to protect workers from the coronavirus.Carolina Sanchez, left, whose husband died after contracting Covid-19 while working at a meatpacking plant, is comforted at a protest outside the Occupational Safety and Health Administration office in Denver last September.Credit…David Zalubowski/Associated PressJan. 21, 2021Updated 6:37 p.m. ETPresident Biden directed the Occupational Safety and Health Administration on Thursday to release new guidance to employers on protecting workers from Covid-19.In one of 10 executive orders that he signed Thursday, the president asked the agency to step up enforcement of existing rules to help stop the spread of the coronavirus in the workplace and to explore issuing a new rule requiring employers to take additional precautions.The other executive orders also relate to the pandemic, including orders directing federal agencies to issue guidance for the reopening of schools and to use their powers to accelerate the production of protective equipment and expand access to testing.Critics accused OSHA, which is part of the Labor Department, of weak oversight under former President Donald J. Trump, especially in the last year, when it relaxed record-keeping and reporting requirements related to Covid-19 cases.Under Mr. Trump, the agency also announced that it would mostly refrain from inspecting workplaces outside of a few high-risk industries like health care and emergency response. And critics complained that its appetite for fining employers was limited. Mr. Biden’s executive order urges the agency to target “the worst violators,” according to a White House fact sheet.Union officials and labor advocacy groups have long pleaded with the agency to issue a rule, known as an emergency temporary standard, laying out steps that employers must take to protect workers from the coronavirus. The agency declined to do so under Mr. Trump, but Mr. Biden supported the approach during the campaign.“We talked about a national standardized strategy for working men and women in this country to function under this cloud of the pandemic,” Rory Gamble, the president of the United Automobile Workers union, said after a meeting with Mr. Biden in mid-November. “He indicated he would do whatever it took.”OSHA’s oversight of the meatpacking industry under Mr. Trump attracted particular scrutiny from labor groups and scholars. A study published in the fall in the Proceedings of the National Academy of Sciences connected between 236,000 and 310,000 Covid-19 cases to livestock processing plants through late July, or between 6 percent and 8 percent of the national total at that point.That figure is roughly 50 times the 0.15 percent of the U.S. population that works in meatpacking plants, according to the study, suggesting that the industry played an outsized role in spreading the illness.The study found that a majority of the Covid-19 cases linked to meatpacking plants had likely originated in the plants and then spread through surrounding communities.The Biden AdministrationLive UpdatesUpdated Jan. 21, 2021, 7:22 p.m. ETFauci offers reassurances on vaccines, but warns that virus variants pose a risk.Biden is invoking the Defense Production Act. Here’s what that means.The No. 2 official at the F.B.I. is departing.Despite the problems identified by the study, the Trump administration did not include meatpacking plants in the category of workplaces that OSHA should regularly inspect. Only a small fraction of the roughly $4 million in coronavirus-related penalties that the agency proposed under Mr. Trump targeted the industry. Fines for any given plant were generally below $30,000.The Labor Department under Mr. Trump said it had assessed the maximum fines allowed under the law. But former OSHA officials have said that the agency can impose bigger fines by citing facilities for multiple violations, which could raise proposed penalties to over $100,000.Even when it did inspect meatpacking plants and propose fines, OSHA rarely required these employers to place workers six feet apart, the distance recommended by its own guidance.During a court case involving a plant in Pennsylvania whose workers complained last year that they were in imminent danger because of the risk of infection, OSHA wrote in a letter on Jan. 12 that it was OK with spacing at the plant, even though some workers were spaced less than six feet apart. Separately, union officials at two other plants where OSHA issued citations said workers continued to stand close to one another after the citations.Debbie Berkowitz, a senior OSHA official during the Obama administration who is now at the National Employment Law Project, a worker advocacy group, said she expected the Biden administration to issue a rule requiring meatpacking facilities to space workers six feet apart and mandating other safety measures, such as providing high-quality masks and improving ventilation and sanitation at their facilities.“OSHA had been sidelined under Trump,” said Ms. Berkowitz. “This is a signal they’re going to play a significant role in mitigating the spread of Covid-19,” she added, alluding to Mr. Biden’s executive order.The Biden administration is likely to revisit a wide variety of labor and employment issues from the Trump era, including a rule that would make it harder for employees of franchises and contractors to recover wages that were improperly withheld from them, and another rule that would likely classify Uber drivers and other gig workers as contractors rather than employees.On Wednesday, the new administration fired the general counsel of the National Labor Relations Board, a Senate-confirmed official who has wide latitude over which labor law violations the board pursues. The official, Peter B. Robb, was appointed by Mr. Trump and clashed frequently with unions.AdvertisementContinue reading the main story More

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    Did You Miss Out on Vacation This Year? You’re Not Alone

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    #masthead-section-label, #masthead-bar-one { display: none }The Coronavirus OutbreakliveLatest UpdatesMaps and CasesThe Stimulus PlanVaccine InformationF.A.Q.TimelineCredit…Jackson GibbsSkip to contentSkip to site indexDid You Miss Out on Vacation This Year? You’re Not AloneEmployers are struggling to deal with the unused days that have piled up during the pandemic.Credit…Jackson GibbsSupported byContinue reading the main storyDec. 28, 2020Updated 6:52 p.m. ETIn a typical year, New York employees of the magazine publisher Condé Nast must use their vacation days before late December or lose them — a common policy across corporate America.But early this month, the company sent employees an email saying they could carry up to five vacation days into next year, an apparent acknowledgment that many scrimped on days off amid the long hours and travel restrictions imposed by the pandemic. “The carry-over will be automatic, and there is nothing further you need to do,” the email said.Condé Nast was not alone in scrambling to make end-of-year arrangements for vacation-deprived workers. Some employers, however, have been less accommodating.“It’s a big issue we’re seeing now — competing requests for time off over the next two weeks,” said Allan S. Bloom, an employment lawyer at Proskauer in New York. “Clients are struggling to figure it out.”Mr. Bloom and other lawyers and human resources experts said there was no clear pattern in how employers were handling the challenge.Many companies that already allow employees to carry vacation days into the next year — like Goldman Sachs (generally up to 10) and Spotify (generally up to 10) — have not felt the need to change their policies.The same is true for some companies that pay workers for their unused vacation days.Neither General Motors nor Ford Motor, whose hourly workers can cash out unused vacation days at the end of the year, is making changes this year.But many workers may find themselves unable to take vacations that they postponed: Salaried workers at both automakers ordinarily lose unused vacation days at the end of the year without compensation.Other companies have taken steps that could defuse a potential human resources headache and, they say, benefit their work forces in difficult times.Bank of America, which normally requires its U.S. employees to take all their vacation before the end of the year, said in June that it would allow them to push up to five days into the first quarter of 2021.Citigroup has typically allowed its U.S. employees to carry vacation days into the first quarter of the next year, but in July it added an inducement: Employees receive an extra vacation day next year if they use all of their 2020 vacation time this year.Smaller companies have made similar modifications.Latshaw Drilling, an oil service company based in Tulsa, Okla., typically allows office workers to roll over up to three weeks of vacation time. In December, Latshaw told its office employees that it would buy up to one week of unused time beyond that amount, which they would have otherwise lost.“Since this year was so crazy and people were afraid to travel, we made a one-time change,” said Trent Latshaw, the company’s founder and president.Several experts said a philosophical question loomed over vacation benefits: Is the point to ensure that workers take time off? Or are vacation days simply an alternative form of compensation that workers can use as they see fit, whether to relax away from the job, to supplement their income or to drag around with them until the end of time, as a monument to their productivity?An employer’s policies can reflect its views on this question: For all their drawbacks, use-it-or-lose-it rules can help ensure that workers take time off, said Jackie Reinberg, who heads the absence and disability practice of the consulting firm Willis Towers Watson. By contrast, rollover and cash-out options imply that vacation is an asset they are entitled to control.Credit…Jackson GibbsStill, for many workers, the issue during the pandemic is not unused vacation days so much as insufficient vacation days. Jonathan Williams, communications director for United Food and Commercial Workers Local 400, which represents grocery store workers in Mid-Atlantic States, said workers had sometimes been forced to draw down their reserves of paid time off if they were asked to quarantine a second time after a possible coronavirus exposure. Only the first quarantine is typically covered by the employer, Mr. Williams said.And some employees have difficulty taking advantage of the generous vacation policies their companies offer.The Coronavirus Outbreak More