Maybe for managers. But really it should be about delivering completed projects, especially for technical folks.
(Yes, I am aware of a few exceptions who attain "fellow" or equivalent levels, but they are the exceptions to my observation and such positions are anyway <1% of the technical workforce; not everyone can be a fellow).
Maybe what you describe works at some places or for specific people. Many companies will ignore your ideas. Your title is code monkey and that's all you do - shut up and listen to us important people. Some managers are very threatened by their subordinates, or are unimaginative. The business side generally wants what they want. God forbid you suggest some new approach.
And that's mostly what you get with this attitude that doesn't value any meetings / communication which doesn't relate directly to one's work.
But the organizations don't want to have code monkeys (typically), because to produce value, people can't just churn out code to complete assignments, they need to also understand the context, be able to identify made up problems, be able to design the most minimal solution covering the business needs etc. That requires understanding, certain alignment, communication.
> And that's mostly what you get with this attitude that doesn't value any meetings / communication which doesn't relate directly to one's work.
But all the things you've listed in the following paragraph are totally communications that relate directly to one's work. What is the case that unrelated communications are also essential?
Remote work will continue to reduce over the next couple of years. If you don’t have a real reason for being at home during the work day, expect to be back in the office soon.
Any real data on this? All the data our company has shows increased performance during WFH, such as an increase in deliveries and decrease in cycle time. So even if it's not as well formed, it seems it's formed sufficiently.
That’s not where it actually ends, however. How do you know what to work on? How do you know if you built a profitable thing? Being remote lets you ignore those things in ways that are harder to do in person.
Hybrid is probably here to stay, but “remote first” was a pandemic only thing.
Lol don't tell me what I think. Those are the metrics that our management uses. That's their focus, and are pervasive in the industry. Sure, you can talk about shipping the wrong thing. What's the metric called for that, or would it fall under rework? Our rework has not gone up. There's no noticeable increase in failed projects either.
"Being remote lets you ignore those things in ways that are harder to do in person."
No, it really doesn't. These same ritual and due diligence conversations take place remotely. Or maybe your org doesn't have good procedures?
a) we're not talking about how people decide what to build, as that has nothing to do with working remotely,
b) managers aren't involved in determining either what to build or how well the plan to build something was executed, and
c) the people who do decide those things have meetings which are irrelevant when talking about working remotely or in person.
Am I understanding you correctly?
How? That's certainly not what I've observed.
And I say this as someone who was also working remotely before the pandemic. I’m always wary of people who refuse to acknowledge the downsides of ideas they support…
You’ve got to do better if you expect to retain employment long term, and certainly if you expect to retain the privilege of working remotely.
You may have had a better experience. If so, then, with all sincerity, I congratulate you on your luck; I bear no ill will to those who happen to find genuinely good employers.
Just don't take your experiences as typical and use them to argue that the rest of us should act as if our experiences either didn't happen, or aren't common.
I've retained employment for nearly two decades, and have retained the "privilege" of working remotely for nearly half of that. I'm not concerned.