speech on work from home culture
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hen two new hires showed up for their first day on the job at New York City commercial real estate company SquareFoot in early March, their orientation was anything but normal.
At any other time, the open-space office would have been bustling with activity and the company’s 70-some employees would have given the newbies a hearty welcome. But with employees urged to work at home as a result of the coronavirus pandemic, only a skeleton staff was on hand to greet their newest co-workers, says Eugenie Fanning, the company’s vice president of people. After completing some routine paperwork, the workers were handed laptops and sent home to learn the ropes of their new jobs and meet their co-workers online via videoconferencing.
A new crop of SquareFoot workers is slated to come on board in April, and no one knows when they will meet any of their co-workers face to face.
“We’re just going to send the laptops directly to the new employees’ homes,” says Fanning, whose company decided in mid-March to shutter the office completely until the virus threat passes.
It’s a scenario that has been playing out across the country as the number of coronavirus cases swells and more employers commit to the social-distancing practices that health officials say will help slow the spread of COVID-19, the respiratory illness caused by the virus. Large tech employers such as Apple, Google, Facebook and Microsoft—with significant populations based in Seattle and other cities hit hard by the pandemic—were among the first to ramp up remote work plans for many or all of their employees around the globe.
“Here at Microsoft in the Puget Sound, we’re encouraging our teams to work from home as much as possible, as are many organizations in this region,” wrote Jared Spataro, a Microsoft vice president in a March 5 blog. “At Microsoft, our top priority is the health and safety of employees, customers, partners and communities.”
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