There's just some kind of cognitive dissonance with a lot of middle management and remote work. Event with a lot of remote employees, they never seem to fully take the time to learn it, and take advantage of it.
Anecdotally, my company, which has about ~50% remote employees, has stopped advertising remote positions as it tries to fill up large office sites it's invested in.
It kills me, because I've witnessed several, very experienced remote employees leave, which then are not really replaced. We tend to get little teams or clusters of people from companies nearby the new office sites. Those new "in office" teams often come in with a built-in culture, which of course rarely wants to learn or extend what's there: instead, they seek to make their fingerprint with something new. Almost every senior remote employee that's been hired solo has _never_ tried to rebuild the universe around them; but these new teams seem to start with that kind of mandate.
Anecdotally, my company, which has about ~50% remote employees, has stopped advertising remote positions as it tries to fill up large office sites it's invested in.
It kills me, because I've witnessed several, very experienced remote employees leave, which then are not really replaced. We tend to get little teams or clusters of people from companies nearby the new office sites. Those new "in office" teams often come in with a built-in culture, which of course rarely wants to learn or extend what's there: instead, they seek to make their fingerprint with something new. Almost every senior remote employee that's been hired solo has _never_ tried to rebuild the universe around them; but these new teams seem to start with that kind of mandate.