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What is giganomics, who is not suitable for remote work, how to adapt to a new team - we asked these and other questions to Alena Geidt, HR Director of the NTI platform and University 2035, winner of the first season of the Leaders of Russia competition of the Russia - Land of Opportunities platform, as part of the podcast How is this possible?
Over the past year, the number of remote employees has grown to 19%. If we talk about the size of the remote services market, then in Russia by 2023 they predict a growth of several times. What is your attitude to the gig economy and do you think that remote work is a new opportunity?
Remote work has become a huge opportunity for those people on page seo service who could not go to the office for various reasons. I would say that giganomics is a sharing economy. For example, the project "Professional Internships 2.0" is also a sharing project in some sense. Like car sharing, when you rent a car. You go to the platform, see a huge number of internships in different companies and choose the right option for yourself, while you do not have to live or work in this region. Or the "Leaders of Russia" competition, in which more than 200 thousand specialists participate. And this is only possible thanks to digital platforms.
On the other hand, there are people who are not ready to digitalize so quickly. They are happy to work in a subsistence economy, they do not need giganomics or other previous economies that were associated with the advent of cell phones and computers.
The main question is: what exactly do you need? The possibilities are endless: if you want to do subsistence farming and have nothing to do with digitalization, then be happy with it. But if you want to develop, then give yourself a chance and try digital platforms. Because most of the economy will transform sooner or later. Already now, in different countries of the world, from 5% to 45% of companies work in the gig economy.
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Who is not suitable for remote work? Who needs a manager who will fine for failure to complete tasks?
I would not put the question exactly like that, because it is the remote work mode that provides a legal opportunity to control employees. Another big problem occurred. Managers thought that employees were only doing work all 8 hours in the office. When switching to remote work, managers noticed that the same tasks were completed faster in the digital format. Question: what did people do in the office the rest of the time? The answer is simple: there is not particularly productive time associated with communication and meetings at the water cooler, when creative ideas are born. The manager cannot record this period in any way. Therefore, it is easier to organize control and management of employees remotely. The issue of motivation and team spirit is what companies really need to think about.
Is it normal for a person not to feel like a full-fledged member of the team at a new job?
I will surprise you now, but there is a large percentage of people who have been working in the same team for 20 years and do not feel like a member of the team. If we talk about adaptation, then you need to clarify with the person what this term means to him. For example, for large network companies, adaptation is when a specialist has reached normal sales productivity. For others, to adapt means when the team has accepted you.
Adaptation is an ongoing process because life changes quickly. Communication always helps, even if you are an introvert or extrovert. Openness on the part of the new employee and openness on the part of the company works wonders, and if the goals coincide, then the joint work will be fruitful.
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發表於 2024-11-9 14:27:11
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