The Future of the Office audiobook cover - Work from Home, Remote Work, and the Hard Choices We All Face

The Future of the Office

Work from Home, Remote Work, and the Hard Choices We All Face

Peter Cappelli

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Career & SuccessCorporate Culture

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The Future of the Office
The COVID-19 Catalyst+
Evaluating Remote Work+
Hybrid Work Models+
Seizing the Opportunity+

Quiz — Test Your Understanding

Question 1 of 6
What was a notable outcome of the shift to remote work during the COVID-19 pandemic regarding employee productivity?
  • A. Employees worked fewer hours overall due to increased distractions at home.
  • B. The time employees saved by not commuting was largely redirected into doing more work.
  • C. Meetings became significantly longer to compensate for the lack of face-to-face interaction.
  • D. Employees required constant monitoring software to maintain their pre-pandemic output levels.
Question 2 of 6
According to the text, which type of worker is generally best suited for remote work?
  • A. New employees who need to quickly learn the organizational culture through observation.
  • B. Supervisors who have extensive experience in closely monitoring team dynamics.
  • C. Individual contributors who do not need to regularly collaborate with others.
  • D. External contractors who are tasked with managing large, interconnected teams.
Question 3 of 6
Why might less experienced supervisors actually be better suited to managing remote workers?
  • A. They are more likely to utilize complex monitoring software to track daily progress.
  • B. Their tendency to micromanage is much more difficult to execute in a remote setting.
  • C. They are more willing to contact remote workers for last-minute tasks during the evenings.
  • D. They have lower expectations for performance outcomes compared to veteran managers.
Question 4 of 6
What is a major administrative challenge associated with the 'choose-your-own' hybrid work model?
  • A. It creates a rigid two-tier system that permanently restricts advancement for remote staff.
  • B. It requires companies to hire external contractors to manage the complex scheduling software.
  • C. It completely eliminates the possibility of flextime scheduling among individual teams.
  • D. It can lead to unpredictable office overcrowding on certain days and empty offices on others.
Question 5 of 6
How did Clorox adapt its Oakland headquarters to embrace the future of remote work?
  • A. By eliminating private offices in favor of workspaces designed to engage with remote workers.
  • B. By significantly expanding its parking and onsite meal facilities to lure workers back.
  • C. By installing advanced monitoring systems at every desk to track onsite productivity.
  • D. By converting all collaborative spaces into isolated, soundproof individual cubicles.
Question 6 of 6
To successfully manage a remote workforce, how must companies change their approach to performance appraisals?
  • A. They must rely more heavily on personal, in-office interactions to judge employee character.
  • B. They should shift to a more formal appraisal system based purely on performance outcomes.
  • C. They need to implement peer-review systems where remote workers evaluate each other's home setups.
  • D. They must standardize wages so that performance appraisals are no longer tied to financial bonuses.

The Future of the Office — Full Chapter Overview

The Future of the Office Summary & Overview

The Future of the Office (2021) takes an analytical look at the current state of the traditional working office and what recent changes and developments may mean for the future. Drawing on research, anecdotes, and case studies of businesses responding to the global pandemic, it highlights the unique and exciting opportunities that we now have to fundamentally change the nature of where and how we work.

Who Should Listen to The Future of the Office?

  • White-collar workers wondering if the shift to working from home is here to stay
  • Managers considering the pros and cons of changing up the traditional office environment
  • Big thinkers who want to see how one of the fundamental aspects of our work lives has been brought down by the global pandemic

About the Author: Peter Cappelli

Peter Cappelli is the George W. Taylor Professor of Management at The Wharton School and director of Wharton’s Center for Human Resources. His recent research focuses on the changing nature of employment in the US and the implications of the modern workforce. His other books include Will College Pay Off? and Why Good People Can’t Get Jobs.

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