They’ve invested a lot of money in office real estate and hate that it’s going to waste.
Also, CEOs tend to be extroverts who want to be around people. They’re also sociopaths who think everyone is like them (or they don’t care what others think).
If you work from home and only work for 4 hours, lots of managers do not know how to tell if that work you did took 8 hours or 4. In the office they have plausible deniability that they saw you there doing something.
No idea whether it’s their reason, but anecdotally I’ve found it has a few benefits. If coordinated properly it’s significantly easier to train new(er) staff, it improves cross-organisational understanding to overhear other departments’ conversations either at desks or in break rooms, and it stops people becoming isolated pockets of knowledge and culture because they only ever see or interact with the same one or two people.
I’d love to understand the logic and benefit of come two days a week. But the real reason, not the bullshit they say
They’ve invested a lot of money in office real estate and hate that it’s going to waste.
Also, CEOs tend to be extroverts who want to be around people. They’re also sociopaths who think everyone is like them (or they don’t care what others think).
Combine the two and you get this.
Also no one actually knows how long tasks take.
If you work from home and only work for 4 hours, lots of managers do not know how to tell if that work you did took 8 hours or 4. In the office they have plausible deniability that they saw you there doing something.
No idea whether it’s their reason, but anecdotally I’ve found it has a few benefits. If coordinated properly it’s significantly easier to train new(er) staff, it improves cross-organisational understanding to overhear other departments’ conversations either at desks or in break rooms, and it stops people becoming isolated pockets of knowledge and culture because they only ever see or interact with the same one or two people.