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The study’s findings are preliminary and relatively narrow, directly measuring just one form of interaction among one set of workers at one technology firm. “Particularly for junior engineers who are new to this particular firm, and younger engineers, they receive less feedback from their senior colleagues when they’re remote.

Harrington, an economist at the University of Iowa. “We find a now-versus-later trade-off associated with remote work,” said Ms. The effects of remote work, in terms of declining feedback, were especially pronounced for female engineers. They found that remote work enhanced the productivity of senior engineers, but it also reduced the amount of feedback that junior engineers received (in the form of comments on their code), and some of the junior engineers were more likely to quit the firm. The economists - Natalia Emanuel, Emma Harrington and Amanda Pallais - studied engineers at a large technology company. The research is among the first major studies to demonstrate the professional downside of remote work. In recent months, as large employers - including Amazon, Disney and Starbucks - have tried to call workers back to the office, thousands of employees have objected, pointing to a track record of productivity at home.īut remote workers may be paying a hidden professional penalty for that flexibility, according to a working paper from economists at the Federal Reserve Bank of New York, the University of Iowa and Harvard.

Many of them, especially working parents, became fiercely attached to the flexibility. More than 50 million Americans, largely in white-collar jobs, began working from home at least part of the time. Since the start of the pandemic, sweeping workplace changes have arrived far faster than the research examining their effects. “Because I want to move up in my career.” “It’s like if there’s something in my teeth, I want you to tell me,” she said. Becker has rediscovered an upside of the office: feedback.

The routine is a stark departure from her previous role at Yelp, where she worked from home and often spoke with her boss by phone just once in a day. Becker, 28, comes into her office in San Mateo, Calif., five days a week, along with all her colleagues. At least 10 times a day, Erika Becker, who works as a sales development manager at a technology company called Verkada, turns to her boss with questions.