Employees complained, and there was somethat in-office mandates were costing those and other companies good workers, who voted with their feet and went elsewhere.
“It seems pretty clear that the companies that are full time in-office are having a harder time attracting talent than the companies that offer some level of flexibility,” says Rob Sadow, CEO and co-founder of Scoop, the technology company that publishes the report. “Once you start getting closer to full-time in office, requiring four or five days, I think there’s a bright line starting to emerge for employees and for your ability to attract talent,” Sadow says.
“Operating beyond the physical footprints of our offices means we can hire people we previously couldn’t,” Farquhar says, including underrepresented groups that prefer or need to work from home or a location where Atlassian doesn’t have offices. “Now we can hire them and provide a career that was previously unattainable because we’ve removed the restraints of physical location.
Farquhar, of Atlassian, says that the company has experimented with ways to keep productivity high and keep people connected, even if they’re rarely in an office. The company leans on “intentional togetherness,” which essentially means planning times where groups of workers are together in-person to socialize. Atlassian has found that there’s a spike in connectedness to the company after these offsites, and that fades after three or four months, by which time the company holds another offsite.