It has to be supported by the culture. If your culture is one where you must be in the office at all times this wouldn’t fly. When I managed large teams I allowed this on a few conditions.
1) Work/Delivery can’t suffer. No decrease in velocity because of some work/life balance. This is easily measured and padded with a +\- 5%.
2) Accountable. If you have things you are accountable for and they aren’t done yet, better get that homework done.
3) If your an engineer, we pay you to think, not to sit in a chair. The “office” benefits are communication, collaboration, and contemplation. If you can achieve that with cohesion with the team then +1 I’m all for it!
The ‘70s white collar management style doesn’t really work well for productivity in 2020. It makes unhappy employees which makes people leave. If you enjoy interviewing people by all means, continue that oppression. If you value your employees and their innovation they bring to your company (or your department, or team) then you should practice servant leadership and remove any blockers from them being able to bring their best work to the table.
In colorado it’s common for active folk to get a jump on the weekend. How I communicate this up is through metrics and reporting of progress and goals, not lack of bodies in chairs. Focus on the value. My above rules still apply but I also like to snowboard when it’s not crowded.
I guess corporate leadership methodology is a bit behind in germany (where i live), but I totally agree and think that results should speak for themselves.
They didn't say "don't work" - which believe me, plenty of people especially in COVID have gotten away with - they said "Don't take calls". And like the parent, my department has a similar take on it. The majority of the team avoids meetings and calls if their role at all allows it.
