This will come as no surprise if you’ve been reading other recent reviews — the issue is the forced 100% in-person work announcement. Yes, Bandwidth will stick to their guns and reaffirm they have been in-person for 23 years and have repeated that, but it’s worth noting, there are many employees who were hired (myself included) who were told they would be given continued flexibility with hybrid working as a relationship of trust. This communication breakdown from Top Leadership down is not simply rectified with a “whoops, my bad,” as real-life, big decisions for employment were made based on those assurances.
I write this today in a very conflicted and troubled position. When I arrived at Bandwidth, I had a desire to finally plant roots with a company and grow, develop, and stay for a long time. Short months later, I felt Bandwidth could absolutely be that place and it was exciting to me. Things are not so clear to me after the recent weeks.
These are the most troubling questions and concerns I have with this recent news:
1. I don’t understand why the lack of even a shred of flexibility with remote working. Reminding us that we can leave early for a Dr. Appointment or family matter is neither extraordinary nor is it a consolation prize. Any employer that wouldn’t grant that flexibility is one that would dissolve, quickly. Bandwidth offers this reminder as if it is a legitimate difference maker of something that yields extra points for the decision-makers — it simply does not.
The in-person culture is clearly a huge deal to David. I can’t help but wonder why he believes that even a four day in-person schedule, with one small flexible day, could not generate the desired culture in the office. The lack of flexibility, the hammer-down approach to this, is not only troubling and discouraging, but it’s cause for much reservation as well. The lack of even a sliver of flexibility, at the expense of so many employees, is baffling.
2. David (CEO) made it crystal clear in the company-wide meeting, that even if 1/3 of the company expressed this change was a significantly negative impact to their lives, he would be prepared to let them walk out the door and would not consider adjusting the flexibility. I get the impression David is hoping to take the stance of a fearless leader and stand firm to a decision that is both difficult and risky, but I don’t understand the long-term gain. My presence in the office will have a negligible effect, at best, with the physical presence of another band mate on a floor or department I never visit. If this was a departmental scheduling move, it would make more sense.
3. Another point of emphasis made in this company-wide meeting was how David and upper leadership wanted us to make sacrifices for each other, for our co-workers. He is asking for us to sacrifice our personal lives to drive in every day of the week, no exception, for the benefit of the person who sits next to us.
I say this with due respect — there isn’t a chance in the world that I would ever choose to sacrifice precious time with my family for the benefit of my workplace. I care greatly for the people I work with, but to ask me to make weekly, repetitive sacrifices at the expense of my wife and family is something I struggle to swallow. David, without a doubt, understands the importance of a strong family and home, but this counter-culture approach is only putting that pillar of a healthy life back at risk. This is in line with the motto to the new corporate building, Athens, which implies it should be a place we will never want to leave. That’s not such a bad thing if you and your spouse both work at BW and your child gets into the school (this is a fringe population of BW).
4. Given how approximately 40% of the company was hired during Covid-times, there’s a high probability many will find this news significant and damning enough to consider other work options. From a businessman’s perspective, what will you tell to shareholders when they realize you are at ease with flushing millions of dollars in training, onboarding, benefits, etc for employees who cannot yield to this strong-arm demand? This is a genuine question that comes to my mind.
