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As a manager of software engineering teams I can tell you that: there are two options to be as productive remotely as within office hours. 1) Either the whole team communicates in a remote manner, e.g. holding meetings via videoconferencing only and writing down follow-ups, meticulously logging progress via special tools, putting a lot of effort into documenting everything, so any member of the team can quickly find literally any piece of information and manage most of the tasks without asking peers for help. 2) Or you should ask for a position as mechanical and routine and async and redundant as possible, like I don't know, fully scripted first line of customer support, or data markup, or monkey testing, or something like that. This is because most of the teamwork is actually about information flow, and the bigger the team - the larger the stream. In case of partial remote working, when some team members are indulged with home office days or even full remote, other members, and especially leads and managers, are just paying these outstanding info bills, just to keep remoters in the loop with the team and company as a whole. So in my opinion the only way to work remote in a close-quarters team is to either be extremely special and indispensable just to strong-arm your privilege, or be largerly underpaid to justify communication tax you will lay on your teammates and direct supervisor. |
1) most mechanical and routine jobs will be automated first. So in XXI it is not a wise choice.
2) Any team manager's duty is to reduce bus factor [1], so strong-arming remote job from competent supervisor should entail dissolving or breaking apart a unique employee's position.
[1] https://en.wikipedia.org/wiki/Bus_factor