Amazon quiere a sus empleados de vuelta a la oficina. Al menos durante la mayor parte de la semana. Así se lo ha trasladado el CEO de la multinacional, Andy Jassy, a sus empleados, a los que ha enviado una circular pública en la que desgrana sus argumentos, rompe unas cuantas lanzas a favor del trabajo presencial y avanza una directriz interna importante: el grueso de su plantilla deberá pasar tres días a la semana en la oficina, como mínimo, ya a partir del próximo 1 de mayo.
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etiquetas: amazon , trabajo , remoto , oficina , teletrabajo 
- It’s easier to learn, model, practice, and strengthen our culture when we’re in the office together most of the time and surrounded by our colleagues.
- Collaborating and inventing is easier and more effective when we’re in person. The energy and riffing on one another’s ideas happen more freely.
- Learning from one another is easier in-person. Being able to walk a few feet to somebody’s space and ask them how to do something or how they’ve handled a particular situation is much easier than Chiming or Slacking them.
- Teams tend to be better connected to one another when they see each other in person more frequently.
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Traducción automática:
- Es más fácil aprender, modelar, practicar y fortalecer nuestra cultura cuando estamos juntos en la oficina la mayor parte del tiempo y rodeados de nuestros colegas.
- Colaborar e inventar es más fácil y efectivo cuando estamos en persona. La energía y las ideas de los demás suceden más libremente.
- Aprender unos de otros es más fácil en persona. Ser capaz de caminar unos metros hasta el espacio de alguien y preguntarle cómo hacer algo o cómo ha manejado una situación en particular es mucho más fácil que tocarle el timbre o aflojarlo.
- Los equipos tienden a estar mejor conectados entre sí cuando se ven en persona con más frecuencia.
February 17, 2023
Update from Andy Jassy on return to office plans
Written by Andy Jassy, CEO at Amazon
The message below was shared with Amazon employees today.
It’s hard to believe, but it’s been nearly three years since the pandemic began, and we recommended that all our employees who were able to work from home do so. We subsequently updated guidance a few times, with the last guidance (in the second half of 2021) being that Director-level leaders would decide for their teams where they’d work, and we’d experiment for the next chunk of time.
Because the pandemic lasted as long as it did, we were able to observe various models—some teams working exclusively from home, some in the office full-time together, and many flavors of hybrid—over a meaningful period of time. S-team listened to employees, watched how our teams performed, talked to leaders at other companies, and got together on several occasions to discuss if and how we should adjust our approach. The guiding principle in these conversations was to prioritize what would best enable us to make customers’ lives better and easier every day, and relentlessly invent to do so. Our respective views of what we thought was optimal evolved as the pandemic wore on and then eased.
Here are a few things we observed:
- It’s easier to learn, model, practice, and strengthen our culture when we’re in the office together most of the time and surrounded by our colleagues. It’s especially true for new people (and we’ve hired a lot of people in the pandemic); but it’s also true for people of all tenures at Amazon. When you’re in-person, people tend to be more engaged, observant, and attuned to what’s happening in the meetings and the cultural clues being communicated. For those unsure about why something happened or somebody reacted a certain way, it’s easier to ask ad-hoc questions on the way to lunch, in the elevator, or the hallway; whereas when you’re at home, you’re less likely to do so. It’s also easier for leaders to teach when they have more people in a room at one time, can better assess whether the team is digesting the information as intended; and if not, how they need to adjust their communication. Of course, there will be plenty of meetings that will have significant virtual participation, but having more in-person interactions helps people absorb the culture better. Our culture has been one of the most critical parts of our success the first
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- Teams tend to be better connected to one another when they see each other in person more frequently. There is something about being face-to-face with somebody, looking them in the eye, and seeing they’re fully immersed in whatever you’re discussing that bonds people together. Teams tend to find ways to work through hard and complex trade-offs faster when they get together and map it out in a room.
These are just a few examples, but they’re important ones with respect to our overriding priority to deliver for customers and the business. And ultimately, they’ve led us to conclude that we should go back to being in the office together the majority of the time (at least three days per week). We made this decision at a s-team meeting earlier this week, and for a number of reasons (including the adjustments I know will be required for some of our employees), I wanted to share with you as early as I could even though we haven’t worked out all the execution details yet. Of course, as there were before the pandemic, there will still be certain roles (e.g. some of our salespeople, customer support, etc.) and exceptions to these expectations, but that will be a small minority. We plan to implement this change effective May 1.
It’s not simple to bring many thousands of employees back to our offices around the world, so we’re going to give the teams that need to do that work some time to develop a plan. We know that it won’t be perfect at first, but the office experience will steadily improve over the coming months (and years) as our real estate and facilities teams smooth out the wrinkles, and ultimately keep evolving how we want our offices to be set up to capture the new ways we want to work. I know people will have questions about how this change will be implemented. We’ll be finalizing those details in the coming weeks, so please check Inside Amazon for those updates.
I’m also optimistic that this shift will provide a boost for the thousands of businesses located around our urban headquarter locations in the Puget Sound, Virginia, Nashville, and the dozens of cities around the world where our employees go to the office. Our communities matter to us, and where we can play a further role in helping them recover from the challenges of the last few years, we’re excited to do so.
I know that for some employees, adjusting again to a new way of working will take some time. But I’m very optimistic about the positive impact this will have in how we serve and invent on behalf of customers, as well as on the growth and success of our employees.
Andy
Y si tienes que perder 2h de tren o llevar al niño a la escuela por la mañana te jodes.
A cagar.
Vive para trabajar. No te muevas del trabajo. No pierdas de vista el trabajo. No olvides el trabajo...
Yo trabajaba como SDE en Amazon durante los primeros meses de pandemia y continuamente nos felicitaban por haber mantenido la productividad a pesar de trabajar desde casa. En mi organización incluso empezaron a dar medio día libre los viernes para formarnos, hacer proyectos personales o descansar por lo contentos que estaban.
Mi experiencia es que a no ser que estés instruyendo a un recién graduado, en temas de informática con estar de forma puntal en la oficina suele ser suficiente.
Hay aplicaciones de diseño colaborativo en tiempo real. Hay decenas de soluciones de video conferencias integradas con otras múltiples aplicaciones y diseños, uhmmm no sé, pero al nuestro que se creía Dieter Rams (y eso que es visual, no ingeniero industrial), le quedan dos días gracias a Midjourney, ChatGPT....
Porque cuando les interesa, se externaliza el servicio o se contrata el servicio desde la India, etc.
Yo vivo y trabajo en Alemania, como informático, y aquí la mayoría de los días se "gasta" más tiempo haciendo pair programming y enseñando cosas a los nuevos (o los de prácticas) que a trabajar de forma individual...
Lo de la productividad se la sopla, creen que pueden aumentarla como hasta ahora: Puteando cada vez más a los trabajadores.
El teletrabajo ofrece muchos beneficios a las empresas. Algunos beneficios incluyen un aumento en la flexibilidad y productividad, una mejora en la satisfacción laboral, una reducción en los costos de alquiler de oficinas, una mejora en el flujo de comunicación, un ahorro de tiempo al no tener que viajar para reuniones y un aumento en la capacidad de recursos humanos. Además, el teletrabajo permite a las empresas reducir el tamaño de la plantilla, ya que los empleados pueden trabajar desde casa.
Pero mas allá de la productividad deberían estar también la mejora de la calidad de vida y las condiciones de trabajo (bueno, si no viviéramos en una cultura de capitalismo galopante).
Creo que simplemente es más fácil lavarle el cerebro a los empleados para exprimirles si están todos juntos en el mismo espacio, haciéndoles creer que viven en esa especie de sociedad paralela que es cada empresa (lo que ellos llaman "cultura de empresa"), haciendo más fácil coaccionarles.