Wharton management professor Peter Cappelli is the author of the new book, The Future of the Office: Work from Home, Remote Work, and the Hard Choices We All Face. Cappelli, who has for decades studied the forces shaping and changing the workplace, says the choices employees and employers must make about the future of work could be among the most important they face.

沃頓商學(xué)院管理學(xué)教授彼得·卡佩利最近出版了一本新書(shū)《辦公室的未來(lái)：在家工作、遠(yuǎn)程工作和我們的艱難選擇》。卡佩利數(shù)十年來(lái)一直在研究影響和改變工作場(chǎng)所的力量，他說(shuō)，雇員和雇主都必須對(duì)未來(lái)的工作模式做出選擇，這可能是他們面臨的最重要的選擇之一。

Brett LoGiurato, senior editor at Wharton School Press, sat down with Cappelli to talk about his new book. They discussed work during the COVID-19 pandemic, the complications with return-to-office hybrid models, and how employees and employers can make the best choices about what to do.

沃頓商學(xué)院出版社的高級(jí)編輯布雷特·羅古拉托與卡佩利一起討論了他的新書(shū)、新冠疫情期間的工作、重返辦公室的混合辦公模式的復(fù)雜性，以及員工和雇主如何做出最佳選擇。

An edited transcxt of the conversation follows.

下面是經(jīng)過(guò)編輯的談話記錄。

Brett LoGiurato: Could you share your overall message about what you believe is at stake for the future of the office?

羅古拉托：你能分享一下對(duì)辦公室未來(lái)有重要關(guān)系的整體信息嗎？

Peter Cappelli: I don’t think it’s going to surprise many people to get the sense of how big an issue this is, about whether we go back to the office or not. If you think about the value of commercial real estate, what happens if we don’t need offices and all the supporting services and the little businesses and restaurants that support offices? And commuting? All those sorts of things matter. In addition to whether this might be better for employees, one of the things we know is that not everybody agrees that they want to work from home. There is the issue of whether it’s actually going to work for the employers, and that’s not completely clear.

卡佩利：我不認(rèn)為很多人會(huì)感到驚訝，這是一個(gè)恨大的問(wèn)題，關(guān)于我們是否回到辦公室。想想商業(yè)地產(chǎn)的價(jià)值，如果我們不需要辦公室和所有的配套服務(wù)，不需要支持辦公室的小企業(yè)和餐館，會(huì)發(fā)生什么？通勤呢？除了這是否對(duì)員工更有利之外，我們目前了解到，并不是每個(gè)人都想在家工作。還有一個(gè)問(wèn)題是，這種遠(yuǎn)程辦公模式對(duì)于雇主是否有利，還不完全清楚。

Part of the message of the book is that we don’t know how well things worked during the pandemic’s work-from-home phase. A lot of organizations said that things were fine. A lot of employees said they got their own work done. But closer examination is suggesting that maybe it wasn’t quite so great and things didn’t work quite as well, and more to the point, there were a lot of things that were unique about the pandemic that are not going to carry over afterward.

這本書(shū)傳達(dá)的部分信息是，我們不知道疫情期間在家工作情況如何。很多企業(yè)說(shuō)一切很好。很多員工說(shuō)他們完成了工作。但更仔細(xì)的研究表明，也許這個(gè)階段并不是很好，更重要的是，這場(chǎng)疫情有很多獨(dú)特的元素，而這種元素以后不會(huì)延續(xù)下去。
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For example, most people felt a special effort to pull together and try to get things done [because] we were keeping businesses together and keeping our jobs together. Is that going to continue afterward? Post-pandemic is unlikely to look much like what happened during the pandemic. We know a fair bit about that situation because we’ve studied it. We’ve studied telework for quite a while. That is regular businesses operating more or less as they did, with some people working at home and some people working in the office. The results there were not as nice as you might expect. People working remotely don’t do as well, and their careers don’t do as well, either.

例如，在疫情期間，大家都會(huì)感到需要一種特殊的努力，他們齊心協(xié)力，努力把事情辦好，因?yàn)槲覀円焉饫^續(xù)，把工作做好。但是這種心態(tài)在疫情之后還會(huì)繼續(xù)嗎？大流行之后的情況不太可能與大流行期間發(fā)生的情況一樣。我們對(duì)這種情況有所了解，因?yàn)槲覀円呀?jīng)研究過(guò)了。我們研究遠(yuǎn)程工作模式已經(jīng)有一段時(shí)間了。這是正常的商業(yè)運(yùn)作方式，有些人在家工作，有些人在辦公室工作。但這種模式的結(jié)果并沒(méi)有你想象的那么好。遠(yuǎn)程工作的人做得并不好，他們的職業(yè)發(fā)展也沒(méi)有那么好。

Understanding what we’re getting ourselves into matters a lot. There are so many options in terms of working from home: if you do it, how much you do, and how it’s carried out. It’s important to get the ones that we pick right, to make sure we understand that decision. And it’s important to prepare for it because the way we choose has lots of implications for how businesses need to be managed and how the careers of people unfold.

了解我們自己的處境非常重要。在家工作有很多附帶問(wèn)題：如果你這樣做，你做了多少工作，以及如何進(jìn)行。重要的是讓我們選擇的模式得以正確運(yùn)行，并確保我們理解這個(gè)決定的意義。為此作好準(zhǔn)備是很重要的，因?yàn)槲覀冞x擇的辦公模式對(duì)企業(yè)如何管理以及人們的職業(yè)生涯有很多影響。

LoGiurato: You’ve been researching the workplace for decades, and in the book, one of the points you highlight is how this change is so much different than others. Can you explain that?

羅古拉托：幾十年來(lái)，你一直在研究工作場(chǎng)所這個(gè)主題。在本書(shū)中你強(qiáng)調(diào)的一點(diǎn)是，這種變化趨勢(shì)非常不同。你能解釋一下嗎？

Cappelli: Anybody who’s interested in the workplace knows that there has been a flavor-of-the-month feel to a lot of the press over the last couple of decades. A lot of the things that are presented as the future, the “new normal,” never happened. Like the coming labor shortage in the early 2000s, which never happened. The big issues around millennials — it turns out that there’s no evidence any of that is even true. We’re going to have driverless trucks. Three years ago we were preparing for the elimination of all trucking jobs, things that may at some point happen, but in the meantime, they’re no big deal.

卡佩利：任何對(duì)職場(chǎng)感興趣的人都知道，在過(guò)去的幾十年里，很多媒體都有一種短暫時(shí)髦的感覺(jué)。然而，許多被稱為未來(lái)的“新常態(tài)”從未發(fā)生過(guò)。就像21世紀(jì)初有人聲稱我們將面臨勞動(dòng)力短缺，卻并沒(méi)有發(fā)生。千禧一代員工將有一些重大問(wèn)題——卻沒(méi)有任何證據(jù)表明這是真的。我們將會(huì)有無(wú)人駕駛的卡車。三年前，我們正準(zhǔn)備取消所有的卡車運(yùn)輸工作，這些事情在未來(lái)某個(gè)時(shí)候可能會(huì)發(fā)生，但在此之前，它們并不是什么大問(wèn)題。

This pandemic is going to lift at some point. It’s dragging on longer than we all thought, but at some point, we’ll have the opportunity to go back to work, and employers have to choose. You have to either be in the office or let people stay home or find something different. This one is right on top of us, and it’s going to matter in ways that are completely obvious. That’s why it’s a big deal and, in this case, we haven’t paid enough attention to it. We’ve spent way more time on all these previous topics, and then this one is staring us right in the face, and we haven’t thought about what it means very carefully and how to choose what to do.

這場(chǎng)疫情總有一天會(huì)好轉(zhuǎn)。雖然疫情延續(xù)的時(shí)間比我們想象的要長(zhǎng)，但總有一天，我們會(huì)有機(jī)會(huì)回去工作，而雇主必須做出選擇。你必須要么呆在辦公室里，要么讓人們呆在家里，或者找到一些不同的辦法。這個(gè)問(wèn)題的影響是顯而易見(jiàn)的。這就是為什么它是一個(gè)大問(wèn)題，在這種情況下，我們沒(méi)有給予足夠的重視。我們?cè)谥暗脑掝}上花費(fèi)了更多的時(shí)間，而這個(gè)話題就擺在我們面前，我們還沒(méi)有非常仔細(xì)地思考它的意義，以及如何選擇做什么。

LoGiurato: What’s your best advice for those employees who dread a return to an in-person workplace?

羅古拉托：對(duì)于那些害怕回到工作場(chǎng)所的員工，你有什么最好的建議？

Cappelli: I think the variation in people’s experience in working from home is quite remarkable. There are some people who liked it; there are some people who didn’t. A lot of that depends on your life circumstances. Even those who were grateful to be able to do it weren’t necessarily having fun. There’s evidence that stress levels are up and hours of work were up for people working from home.

卡佩利：我認(rèn)為人們?cè)诩夜ぷ鞯慕?jīng)歷差異很大。有一些人喜歡它；有些人卻討厭在家工作。這在很大程度上取決于你的生活環(huán)境。即使是那些感激能在家工作的人，也不一定會(huì)感到很有樂(lè)趣。有證據(jù)表明，在家工作的人的壓力水平提高了，工作時(shí)間也增加了。

The people who are grateful for the opportunity to keep working from home are thinking about the alternative, which was no job or trying to work in the office without child care or with sick parents we have to take care of, and all those things. To some extent, I don’t think we’re quite making the right comparison. What we’re thinking about now is something that happened about two years or so before, when we think about what normal used to be. For most people, it wasn’t so bad, and it wasn’t like imagining working in the office during the pandemic.

而那些感激有機(jī)會(huì)繼續(xù)在家工作的人或許考慮的是其它選擇，那就是不工作，或在不需要照顧孩子的情況下去辦公室工作，或者一邊工作一邊能照顧生病的父母，以及所有這些事情。在某種程度上，我不認(rèn)為我們做了正確的比較。當(dāng)我們現(xiàn)在想到過(guò)去的正常情況時(shí)，所想到的是大約兩年前的情況。對(duì)大多數(shù)人來(lái)說(shuō)，這情況并不那么糟糕，也不像想象中的大流行期間在辦公室工作。
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Going back to the office will probably not be so bad. I hate to say this, but it’s a little like when we were kids going back to school, which we all dreaded. As soon as you started to do it, you get back into the rhythm and it’s not such a terrible thing. But I don’t think it will be as bad as most everybody who is worried about it seems to be thinking.

回到辦公室可能不會(huì)那么糟糕。我不想這么說(shuō)，但這有點(diǎn)像我們小時(shí)候暑假結(jié)束回學(xué)校的時(shí)候，都會(huì)有點(diǎn)害怕。但是一旦你開(kāi)始這樣做，你就回到了節(jié)奏中，這不是什么可怕的事情。也不會(huì)那么糟糕。

LoGiurato: What do you believe employers have to do to make their employees feel engaged about future plans in the near term and in the longer term?

羅古拉托：你認(rèn)為雇主應(yīng)該做些什么才能讓員工對(duì)未來(lái)計(jì)劃感到投入？

Cappelli: The problem that employers have if they want to go back to the way they were operating before, which means bring everybody back to the office, is that the discussions in the broader community and in the press have given people the impression that you don’t have to do that and that you can keep working from home. [Employers] have to fight this expectation that has been created. Some of that is about communication and explaining to our employees why it is important for them to come back to work, why it is a business necessity and not something quirky that the boss happens to want to do. If you can’t come up with that story, then you’d better rethink what your policies are.

卡佩利：如果雇主想要回到以前的工作方式，也就是想讓每個(gè)人都回到辦公室，他們面臨的問(wèn)題是，更廣泛的社區(qū)和媒體的討論給人們留下了這樣的印象：你不必這么做，你可以繼續(xù)在家工作。雇主必須與已經(jīng)產(chǎn)生的這種員工在家工作的期望作斗爭(zhēng)。包括向員工溝通和解釋為什么重返工作崗位很重要，為什么這是一項(xiàng)業(yè)務(wù)需要，而不是老板的奇思怪想。如果你不知道如何解釋和溝通，那么你最好重新考慮一下你的辦公政策。

“People working remotely don’t do as well, and their careers don’t do as well, either.”

“遠(yuǎn)程工作的人做得不好，他們的職業(yè)發(fā)展也不好。”
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It is a bit of a change to bring people back, and this is a bit like managing organizational change. The first step is, “Why do we have to do it?” The second step is to explain to people what it’s going to mean, particularly with respect to safety. My guess is there will still be some health concerns when a lot of people are coming back.

把人們帶回來(lái)是一種改變，這有點(diǎn)像管理組織變革。第一步是“為什么我們必須這么做？”第二步是向人們解釋這意味著什么。特別是在安全方面。我猜當(dāng)很多人回來(lái)的時(shí)候，仍然會(huì)有一些健康的擔(dān)憂。

If we’re offering something else, we need to think about how to present that. If we’re going to have some different alternatives for working, we have to think about how to explain that in some detail. But I would say the smart thing to do is also to tell employees that this is an experiment, that we’re going to see how this works. It’s not the same as it was during the pandemic when everybody was at home and the economy was more or less stumbling along. This is a pretty different period, a different experience, so we want to try it out, see what works, and then adjust. I don’t think you want to suggest to people that whatever you’re putting in place is going to be there forever, because if you have to change it and walk anything back, that’s a tough thing for employees to swallow.

如果我們提供的是其他東西，我們需要考慮如何呈現(xiàn)這種需求。如果雇主有不同的工作模式選擇，那么要考慮如何詳細(xì)解釋。但我想說(shuō)，聰明的做法是告訴員工，這是一個(gè)實(shí)驗(yàn)，我們要看看效果如何。這與疫情期間的情況不同，當(dāng)時(shí)每個(gè)人都待在家里，經(jīng)濟(jì)或多或少在蹣跚前進(jìn)。這是一個(gè)相當(dāng)不同的時(shí)期，一個(gè)不同的經(jīng)歷，所以我們想嘗試一下，看看什么是有效的，然后再調(diào)整。我不認(rèn)為你想向人們暗示，無(wú)論你實(shí)施什么，都將永遠(yuǎn)不變，因?yàn)槿绻悴坏貌桓淖?，然后再走回頭路，這對(duì)員工來(lái)說(shuō)是一件很難接受的事情。
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LoGiurato: Two distinct types of hybrid work that are being discussed. Which has the most potential?

羅古拉托：正在討論的兩種不同類型的混合工作，哪個(gè)最有潛力？

Cappelli: We’ve all heard a lot about hybrid work, and it seems most employers are saying that that’s what they want to do. The problem with saying you’re going to have hybrid means that it’s not going to be everybody in the office, and it’s not going to be everybody at home. There’s a world of difference between those two extremes.

卡佩利：我們都聽(tīng)過(guò)很多關(guān)于混合工作的說(shuō)法，似乎大多數(shù)雇主都說(shuō)這就是他們想要做的。問(wèn)題是，當(dāng)你說(shuō)要采用混合模式時(shí)，就意味著不是每個(gè)員工都在辦公室，也不是每個(gè)員工都在家辦公。這兩個(gè)極端之間有著天壤之別。

There is one approach to hybrid that is quite clear, and that is that we will let some employees — not all of them — work at home permanently, that you can be out of the office on a permanent basis. And there’s another that says you can work from home occasionally. Those two choices are fundamentally different. If you are somebody who says, “I want to work remotely on a permanent basis,” you may think that’s great. “I get to live where I want.” All that is true. Your career is [also] going to suffer. You should accept that because unless organizational life changes fundamentally, the people who are going to be in the office have advantages over you. It’s easy to forget about the people who are working remotely, and the first thing that will happen is you’re going to lose your office. That’s why employers want you to work at home permanently. If you do, they can save on real estate space.

有一種方法非常明確，那就是我們將讓一些員工，不是所有員工，永久在家工作，你可以永久離開(kāi)辦公室。還有一種說(shuō)法是你可以偶爾在家工作。這兩種選擇根本不同。如果你是一個(gè)說(shuō)“我想長(zhǎng)期遠(yuǎn)程工作”的人，你可能會(huì)認(rèn)為這很好?！拔铱梢宰≡谖蚁胱〉牡胤??！边@一切都是真的。但是你的事業(yè)發(fā)展也會(huì)受到影響。你要接受這一點(diǎn)，因?yàn)槌墙M織活動(dòng)發(fā)生根本性變化，否則辦公室里的人比你更有優(yōu)勢(shì)。人們很容易忘記那些遠(yuǎn)程工作的人，還有，就是你會(huì)失去辦公室。這就是為什么雇主希望你永久在家工作。如果你這樣做，他們可以節(jié)省房地產(chǎn)空間。

“What’s going on with employers right now, which is understandable, is they don’t want to be out of sync with the market.”

“雇主目前的情況是，他們不想在市場(chǎng)中顯得落伍，這是可以理解的?！?/b>

The second type of work-from-home hybrid model is where you keep your office, you work more or less in the office, but we allow you some flexibility as to when you might be able to work from home. That is a trickier one for employers. For employees, everybody likes the idea of having a choice. “I should be able to work from home when I want and come in when I want.” The reason this is tricky for employers is it’s not clear how it benefits them. It’s not saving real estate to do that unless we try to move to a hotel-y model, where you only share an office when you come in, which is a tricky arrangement. The complication is scheduling. Everybody gets to pick the day that they want to work from home. Well, that’s tricky to have meetings because some people won’t be here, and then we end up with this half and half, some people calling in, some people in person. It’s going to be clunky to do. If you’re trying to do real team-based work like traditional agile stuff, which are project-based things face-to-face, the problem is if everybody is picking their own day, you can’t do that very well.

第二種類型的混合模式是，您可以保留辦公室，或多或少在辦公室工作，但在何時(shí)在家工作具有一定的靈活性。對(duì)于雇主來(lái)說(shuō)，這是一個(gè)更棘手的問(wèn)題。對(duì)于員工來(lái)說(shuō)，每個(gè)人都喜歡有選擇的自由?！拔蚁朐诩夜ぷ鞯臅r(shí)候就應(yīng)該在家工作，想進(jìn)公司的時(shí)候就進(jìn)來(lái)。”但是不清楚這對(duì)雇主有什么好處。這樣做并不能節(jié)省房地產(chǎn)，除非我們嘗試轉(zhuǎn)變成Y酒店的模式，員工共享辦公室，但那樣也會(huì)是一個(gè)棘手的安排。日程安排也會(huì)變得比較復(fù)雜。每個(gè)人都可以選擇他們想在家工作的日子。嗯，開(kāi)會(huì)會(huì)很棘手。會(huì)有一半的人在公司，一些人打電話來(lái)，一些人親自來(lái)。這樣做起來(lái)會(huì)很笨拙。如果你想做真正的基于團(tuán)隊(duì)的工作，比如傳統(tǒng)的敏捷工作，也就是基于項(xiàng)目的面對(duì)面的工作，問(wèn)題是如果每個(gè)人都在挑選自己的日子，你就無(wú)法做得很好。

Similarly, it’s a little tricky if you say, “OK, you can work from home on Tuesdays and Thursdays.” If you do that, it doesn’t necessarily benefit employees. They want to work from home on the days that suit them. It ends up being quirky for employees. These are some of the trade-offs we have to manage.

類似地，如果你說(shuō)“好的，你可以在周二和周四在家工作”，這也有點(diǎn)棘手。如果你這樣做，不一定會(huì)讓員工受益。他們想在適合自己的日子在家工作。對(duì)于員工來(lái)說(shuō)，這最終是一件怪事。這些是我們必須權(quán)衡的一些問(wèn)題。

LoGiurato: A common theme is that a lot of them don’t know what they’re doing yet. Are there companies you see as leaders in the ways that workplaces are changing or not changing post-pandemic?

羅古拉托：一個(gè)共同的主題是，很多公司還不知道自己在做什么。在疫情之后，工作場(chǎng)所改變或不改變的方式方面，你認(rèn)為有哪些公司是領(lǐng)導(dǎo)者？

Cappelli: There is a pretty clear divide. If you look at the investment banks in New York, the big banks have been very clear that they want everybody back in the office. This is the way business is going to work. The tech world has been the opposite, making lots of changes or promising employees a lot of ability to be flexible and work remotely, but there are outliers in the tech world. Amazon, for office work, is basically a tech company. And they’ve said, “No, we’re all coming back.”

卡佩利：有一個(gè)非常明顯的分歧。如果你看看紐約的投資銀行，大銀行已經(jīng)非常清楚，他們希望每個(gè)人都回到辦公室。這就是商業(yè)運(yùn)作的方式。而科技界的情況恰恰相反，它做出了許多改變，或允許員工靈活和遠(yuǎn)程工作。但科技界也有例外。亞馬遜，對(duì)于辦公室工作來(lái)說(shuō)，基本上是一家科技公司，他們說(shuō)，“不，我們都會(huì)回來(lái)的?！?/b>
原創(chuàng)翻譯：龍騰網(wǎng) http://nxnpts.cn 轉(zhuǎn)載請(qǐng)注明出處


A lot of companies are talking about some flexibility, but they’re not being very specific. What’s going on with employers right now, which is understandable, is they don’t want to be out of sync with the market. They don’t want to be the one announcing, “You can’t work from home,” and then all their competitors say you can. They’re afraid everybody will bolt and go work for their competitors. I don’t think this is true, but that’s what they’re worried about.

很多公司都在談?wù)撘恍╈`活性，但它們并不是很具體。雇主現(xiàn)在的情況是，他們不想在市場(chǎng)中顯得落伍，這是可以理解的。他們不想成為那個(gè)宣布“你不能在家工作”的人，然后所有的競(jìng)爭(zhēng)對(duì)手都說(shuō)你可以。他們擔(dān)心每個(gè)人都會(huì)逃之夭夭，為競(jìng)爭(zhēng)對(duì)手工作。我不認(rèn)為這是真的，但這正是他們的擔(dān)憂。

Virtually everybody is in this big middle, saying, “We’re going to do something,” but they’re not saying what they’re going to do yet. That’s of some concern to the employees who would like to know.

實(shí)際上，很多企業(yè)都在這個(gè)大的中間地帶，說(shuō)“我們要做點(diǎn)什么”，但他們并沒(méi)有決定要做什么。這是一些想知道的員工關(guān)心的問(wèn)題。

“Options and choices sound like a great thing, but they also cause a lot of problems.”

“讓人們擁有選項(xiàng)和選擇聽(tīng)起來(lái)不錯(cuò)，但也會(huì)帶來(lái)很多問(wèn)題?！?/b>

LoGiurato: Was there any data or research that you found particularly surprising?

羅古拉托：你有沒(méi)有發(fā)現(xiàn)任何數(shù)據(jù)或研究結(jié)果特別令人驚訝？
原創(chuàng)翻譯：龍騰網(wǎng) http://nxnpts.cn 轉(zhuǎn)載請(qǐng)注明出處


Cappelli: What we had seen in the press from the experiences of employers and employees had been universally positive. Some of this may have been editorial sextion. It’s much more of a “Man Bites Dog” story, at least in the beginning, to discover that you could shut offices down and everything was going fine. No public company CEO wants to tell the world that they’re struggling, so there’s a lot of sextion going on.

卡佩利：我們從媒體上看到的雇主和雇員的經(jīng)歷是普遍積極的。當(dāng)然這可能是經(jīng)過(guò)選擇的事實(shí)。這更像是一個(gè)“人咬狗”的故事，至少在開(kāi)始的時(shí)候，你發(fā)現(xiàn)你可以關(guān)閉辦公室，一切都很好。沒(méi)有一家上市公司的CEO愿意告訴全世界他們?cè)趻暝?。所以有很多選擇在進(jìn)行。

What we’ve seen more recently is some evidence in different kinds of workplaces where we can quantify stuff. And what you find is that things didn’t go as nicely as you would think. Hours of work were actually higher for people. There’s some evidence that traditional boundaries, like post-dinner — particularly for people with families — are broken. There was a lot more work after the dinner hour being done by people. Stress levels appear to be higher, as well.

最近我們?cè)诓煌墓ぷ鲌?chǎng)所看到了一些證據(jù)，可以量化一些東西。事情并不像想象的那么順利。實(shí)際上，人們的在家工作時(shí)間更長(zhǎng)。有一些證據(jù)表明，傳統(tǒng)的工作時(shí)間界限，如晚餐后時(shí)間，特別是有家人的人，已經(jīng)被打破。晚餐后還有很多工作要做。壓力水平似乎也更高。

In general, there’s a sense that this was not quite as wonderful as we thought. Some of this is understandable. At the very beginning of this, what’s your comparison? Your comparison is the place we shut down. Otherwise, if we can’t work from home, we don’t have a job. After a year and a half of being at it, your comparison changes. It’s no longer [not having a] job… It’s not much fun. That’s what we started to see in the data more recently. It’s not particularly surprising, but it is different than what the popular perception had been.

總的來(lái)說(shuō)，遠(yuǎn)程工作并不像我們想象的那么美妙。其中一些是可以理解的。因?yàn)橐婚_(kāi)始，你的比較基準(zhǔn)是什么？你對(duì)比的是那些不能繼續(xù)營(yíng)業(yè)的企業(yè)。否則，如果我們不能在家工作，我們就沒(méi)有工作。經(jīng)過(guò)一年半，你的對(duì)比基準(zhǔn)發(fā)生了變化……在家工作沒(méi)有多大樂(lè)趣。這是我們最近開(kāi)始看到的數(shù)據(jù)。這并不特別令人驚訝，但它與人們的普遍看法不同。

LoGiurato: If there’s one lesson you want readers to take away, what would it be?

羅古拉托：如果你想讓讀者吸取一個(gè)教訓(xùn)，那會(huì)是什么？

Cappelli: The biggest single issue is that choices create problems. The opportunity to work from home sounds like a great thing. Why not give everybody opportunities? But making those choices matters a lot. If you raise your hand and say, for example, “I would like to work from home permanently,” that has big consequences for you and also for the organization. And some of the consequences for the organization have to do with supervisors. A big chunk of us have to supervise somebody, and supervising people remotely is a different experience. It’s a different kind of work to do. A hybrid model, where you have some people in the office and some people working remotely, for supervisors trying to manage, is tricky. Options and choices sound like a great thing, but they also cause a lot of problems.

卡佩利：最大一個(gè)問(wèn)題是，選擇會(huì)產(chǎn)生問(wèn)題。在家工作聽(tīng)起來(lái)不錯(cuò)。為什么不給每個(gè)人機(jī)會(huì)呢？但如果你舉手說(shuō)，“我想永遠(yuǎn)在家工作”，這對(duì)你個(gè)人的職業(yè)發(fā)展和整個(gè)企業(yè)都有很大影響。
給企業(yè)帶來(lái)的一些后果與主管有關(guān)。我們中的很大一部分人必須管理某人，而遠(yuǎn)程管理員工則是一種不同的體驗(yàn)。這是一種不同的工作方式。混合模式，即有些人在辦公室，有些人遠(yuǎn)程工作，對(duì)于管理者而言也很棘手。選項(xiàng)聽(tīng)起來(lái)不錯(cuò)，但也會(huì)帶來(lái)更多的問(wèn)題。