Among the many things I have not been able to do in my career, there is one that I deeply regret. I have never been in a corporate retreat. Nor have I been out of date or anything that could be remotely described as “off-site.”
People who did such things before Covid put an end to them always said that I should be grateful that I was spared.
“It’s a nightmare,” someone told me. “You are trapped in the people you work with all day, desperately having fun pretending.” Others argued that jobs outside were a tedious waste of time, and that if team building exercises were involved, they would impoverish them.
I did not believe it for a second, nor did I discover the places where friends spent their distant days. Magnificent country houses. Luxury hotels. Beach resorts. I’m sweating, but being paid to drink dachshunds by the pool, after a hard morning at Kayak, doesn’t seem like a bad day for work.
So, turning my work life upside down during the epidemic, I was curious to hear about a company that decided to cut its headquarters to see if it could find new jobs that capture the best every day.
Golin PR Company started in the 1950s, when it was founded Founder, Al Goli, a cold-blooded startup in the hamburger business named Ray Croc, McDonald’s co-founder.
McDonald’s is still a customer at Golin, which has more than 1,000 employees worldwide, mostly in the US, mostly thanks to Covid still working from home, probably until September.
Like many other businesses, its staff is interested in hybrid work or a mix of days at home or in the office. Unlike the others, it was able to refuse to rent its two offices in California, one in San Francisco, which housed about 35 people, and a large one in Los Angeles, which had about 100 people. Replace those offices with what its CEO, Gary Rudnik, calls “inspiring” workstations that boost collaboration and energy, which he considers the best days abroad.
“It’s a special day off-site,” Rudnik told me from his Chicago home last week. “Everyone is shocked. Everyone makes their own creative juices. ”
No decision has been made yet, but Rudnik has had many tips on what to try, from museums to sports venues to restaurants to warehouses. “We want them to be unique,” he says, adding that the group may have a total of five or six revolving areas, not because of cost reductions. “I am just happy to spend as much as we did before.”
It may be, but the attractiveness of the downtown offices to get cheaper suburban areas is obvious.
A much larger Standard Chartered Bank provides offer: most of it 85,000 global staff the ability to work in rented common office space near their home or at home as part of a “node-conversational” approach that combines a regular office with satellites elsewhere.
Persistently tasting the common life of the office last month when the clumsy WiFi of the house put me in the arms of the local Regus office, I’m sure the staff will survive. WiFi was great. The coffee was good, և the appearance was pleasantly different.
However, this was nothing compared to the great visions of Mark Benioff, the founder of the Salesforce cloud computing group. His thinking about new ways of dealing with post-epidemic activity led him put mousse About buying a farm that can be used to train employees and promote corporate culture.
Either way, it is clear that a welcome new mood of experimentation is in place. Like many other epidemics, it is impossible to know how it will end.
But as Golini Rudnik says about the trial of his office. “If it does not work, I will go and rent it again. There are a million rents out there that should have been paid. ”