“I know that losing your job was hard,” my 8-year-old said to me this evening, “So you can borrow this.” He handed me his newest soft toy.
“It’ll help you feel better when you’re sad. Keep him for the week.”
😭
Tag: job
Redundant
Apparently Automattic are laying off around one in six of their workforce. And I’m one of the unlucky ones.
Anybody remote hiring for a UK-based full-stack web developer (in a world that doesn’t seem to believe that full-stack developers exist anymore) with 25+ years professional experience, specialising in PHP, Ruby, JS, HTML, CSS, devops, and about 50% of CMSes you’ve ever heard of (and probably some you haven’t)… with a flair for security, accessibility, standards-compliance, performance, and DexEx?
CV at: https://danq.me/cv
Sabbatical Magic
A couple of weeks ago, I kicked off my first sabbatical since starting at Automattic a little over five years ago1.
The first fortnight of my sabbatical has consisted of:
- Three Rings CIC’s AGM weekend and lots of planning for the future of the organisation and how we make it a better place to volunteer, and better value for our charity users,
- building a first draft of Three Rings’ new server architecture, which turns out to mostly work but still needs some energy thrown at it,
- a geohashing expedition with the dog, and
- a family holiday to Catalonia, Spain.
The trip to Spain followed a model for European family breaks that we first tried in Paris last year2, but was extended to give us a feel for more of the region than a simple city break would. Ultimately, we ended up in three separate locations:
- Barcelona, where we stayed in a wonderful skyscraper hotel with fantastic breakfasts and, after I was able to get enough sleep, explored the obvious touristy bits of the city (e.g. la Sagrada Família3 and other Gaudían architecture, the chocolate museum, the fort at Montjuic, and because it’s me, of course, a widely varied handful of geocaches).
- The PortAventura World theme park, whose accommodation was certainly a gear shift after the 5-star hotel we’d come from4 but whose rides kept us and the kids delighted for a couple of days (Shambhala was a particular hit with the eldest kid and me).
- A villa in el Vilosell – a village of only 190 people – at which the kids mostly played in the outdoor pool (despite the sometimes pouring rain) but we did get the chance to explore the local area a little. Also, of course, some geocaching: some local caches are 1-2 years old and yet had so few finds that I was able to be only the tenth or even just the third person to sign the logbooks!
I’d known – planned – that my sabbatical would involve a little travel. But it wasn’t until we began to approach the end of this holiday that I noticed a difference that a holiday on sabbatical introduces, compared to any other holiday I’ve taken during my adult life…
Perhaps because of the roles I’ve been appointed to – or maybe as a result of my personality – I’ve typically found that my enjoyment of the last day or two of a week-long trip are marred somewhat by intrusive thoughts of the work week to follow.
If I’m back to my normal day job on Monday, then by Saturday I’m already thinking about what I’ll need to be working on (in my case, it’s usually whatever I left unfinished right before I left), contemplating logging-in to work to check my email or Slack, and so on5.
But this weekend, that wasn’t even an option. I’ve consciously and deliberately cut myself off from my usual channels of work communication, and I’ve been very disciplined about not turning any of them back on. And even if I did… my team aren’t expecting me to sign into work for about another 11 weeks anyway!
Monday and Tuesday are going to mostly be split between looking after the children, and voluntary work for Three Rings (gotta fix that new server architecture!). Probably. Wednesday? Who knows.
That’s my first taste of the magic of a sabbatical, I think. The observation that it’s possible to unplug from my work life and, y’know, not start thinking about it right away again.
Maybe I can use this as a vehicle to a more healthy work/life balance next year.
Footnotes
1 A sabbatical is a perk offered to Automatticians giving them three months off (with full pay and benefits) after each five years of work. Mine coincidentally came hot on the tail of my last meetup and soon after a whole lot of drama and a major shake-up, so it was a very welcome time to take a break… although of course it’s been impossible to completely detach from bits of the drama that have spilled out onto the open Web!
2 I didn’t get around to writing about Paris, but I did write about how the hotel we stayed at introduced our eldest, and by proxy re-introduced me, to Wonder Boy, ultimately leading to me building an arcade cabinet on which I finally, beat the game, 35 years after first playing it.
3 Whose construction has come on a lot since the last time I toured inside it.
4 Although alcohol helped with that.
5 I’m fully aware that this is a symptom of poor work/life balance, but I’ve got two decades of ingrained bad habits working against me now; don’t expect me to change overnight!
Automattic Shakeup
My employer Automattic‘s having a bit of a reorganisation. For unrelated reasons, this coincides with my superteam having a bit of a reorganisation, too, and I’m going to be on a different team next week than I’ve been on for most of the 4+ years I’ve been there1. Together, these factors mean that I have even less idea than usual what I do for a living, right now.
On the whole, I approve of Matt‘s vision for this reorganisation. He writes:
Each [Automattic employee] gets a card: Be the Host, Help the Host, or Neutral.
You cannot change cards during the course of your day or week. If you do not feel aligned with your card, you need to change divisions within Automattic.
“Be the Host” folks are all about making Automattic’s web hosting offerings the best they possibly can be. These are the teams behind WordPress.com, VIP, and Tumblr, for example. They’re making us competitive on the global stage. They bring Automattic money in a very direct way, by making our (world class) hosting services available to our customers.
“Help the Host” folks (like me) are in roles that are committed to providing the best tools that can be used anywhere. You might run your copy of Woo, Jetpack, or (the client-side bit of) Akismet on Automattic infrastructure… or alternatively you might be hosted by one of our competitors or even on your own hardware. What we bring to Automattic is more ethereal: we keep the best talent and expertise in these technologies close to home, but we’re agnostic about who makes money out of what we create.
Anyway: I love the clarification on the overall direction of the company… but I’m not sure how we market it effectively2. I look around at the people in my team and its sister teams, all of us proudly holding our “Help the Hosts” cards and ready to work to continue to make Woo an amazing ecommerce platform wherever you choose to host it.
And obviously I can see the consumer value in that. It’s reassuring to know that the open source software we maintain or contribute to is the real deal and we’re not exporting a cut-down version nor are we going to try to do some kind of rug pull to coerce people into hosting with us. I think Automattic’s long track record shows that.
But how do we sell that? How do we explain that “hey, you can trust us to keep these separate goals separate within our company, so there’s never a conflict of interest and you getting the best from us is always what we want”? Personally, seeing the inside of Automattic, I’m convinced that we’re not – like so much of Big Tech – going to axe the things you depend upon3 or change the terms and conditions to the most-exploitative we can get away with4 or support your business just long enough to be able to undermine and consume it 5.
In short: I know that we’re the “good guys”. And I can see how this reorganisation reinforces that. But I can’t for the life of me see how we persuade the rest of the world of the fact6.
Any ideas?
Footnotes
1 I’ve been on Team Fire for a long while, which made my job title “Code Magician on Fire”, but now I’ll be on Team Desire which isn’t half as catchy a name but I’m sure they’ll make up for it by being the kinds of awesome human beings I’ve become accustomed to working alongside at Automattic.
2 Fortunately they pay me to code, not to do marketing.
3 Cough… Google.
4 Ahem… Facebook.
5 ${third_coughing_sound}… Amazon.
6 Seriously, it’s a good thing I’m not in marketing. I’d be so terrible at it. Also public relations. Did I ever tell you the story about the time that, as a result of a mix-up, I accidentally almost gave an interview to the Press Office at the Vatican? A story for another time, perhaps
[Bloganuary] Dream Job
This post is part of my attempt at Bloganuary 2024. Today’s prompt is:
What’s your dream job?
It feels like a bit of a cop-out to say I’m already doing it, but that’s true. Well, mostly (read on and I’ll make a counterpoint!).
Automattic
I’m incredibly fortunate that my job gets to tick so many of the boxes I’d put on a “dream job wishlist”:
- I work on things that really matter. Automattic’s products make Web publishing and eCommerce available to the world without “lock-in” or proprietary bullshit. I genuinely believe that Automattic’s work helps to democratise the Internet and acts, in a small way, as a counterbalance to the dominance of the big social media silos.
- I get to make the world a better place by giving away as much intellectual property as possible. Automattic’s internal policy is basically “you don’t have to ask to open source something; give away anything you like so long as it’s not the passwords”.1 Open Source is one of the most powerful ideas of our generation, and all that.
- We work in a distributed, asynchronous way. I work from where I want, when I want. I’m given the autonomy to understand what my ideal working environment is and make the most of it. Some mornings I’m just not feeling that coding flow, so I cycle somewhere different and try working the afternoon in a different location. Some weekends I’m struck by inspiration and fire up my work laptop to make the most of it, because, y’know, I’m working on things that really matter and I care about them.
- I work with amazing people who I learn from and inspire me. Automattic’s home to some incredibly talented people and I love that I’ve managed to find a place that actively pushes me to study new things every day.
- Automattic’s commitment to diversity & inclusion is very good-to-excellent. As well as getting work work alongside people from a hundred different countries and with amazingly different backgrounds, I love that I get to work in one of the queerest and most queer-affirming environments I’ve ever been paid to be in.
Did I mention that we’re hiring?2
Three Rings
But you know where else ticks all of those boxes? My voluntary work with Three Rings. Let me talk you through that wishlist again:
- I work on things that really matter. We produce the longest-running volunteer management system in the world3 We produce it as volunteers ourselves, because we believe that volunteering matters and we want to make it as easy as possible for as many people as possible to do as much good as possible, and this allows us to give it away as cheaply as possible: for free, to the smallest and poorest charities.
- I get to make the world a better place by facilitating the work of suicide helplines, citizens advice bureaus, child support services, environmental charities, community libraries and similar enterprises, museums, theatres, charity fundraisers, and so many more good works. Back when I used to to helpline volunteering I might do a three hour shift and help one or two people, and I was… okay at it. Now I get to spend those three hours making tools that facilitate many tens of thousands of volunteers to provide services that benefit an even greater number of people across six countries.
- We work in a distributed, asynchronous way. Mostly I work from home; sometimes we get together and do things as a team (like in the photo above). Either way, I’m trusted with the autonomy to produce awesome things in the way that works best for me, backed with the help and support of a team that care with all their hearts about what we do.
- I work with amazing people who I learn from and inspire me. I mentioned one of them yesterday. But seriously, I could sing the praises of any one of our two-dozen strong team, whether for their commitment to our goals, their dedication to making the world better, their passion for quality and improvement, their focus when producing things that meet our goals, or their commitment to sticking with us for years or decades, without pay, simply because they know that what we do is important and necessary for so many worthy causes. And my fellow development/devops volunteers continue to introduce me to new things, which scratches my “drive-to-learn” itch.
- Three Rings’ commitment to diversity & inclusion is very good, and improving. We skew slightly queer and have moderately-diverse gender mix, but I’m especially impressed with our age range these days: there’s at least 50 years between our oldest and youngest volunteers with a reasonably-even spread throughout, which is super cool (and the kind of thing many voluntary organisations dream of!).
The difference
The biggest difference between these two amazing things I get to work on is… only one of them pays me. It’s hard to disregard that.
Sometimes at Automattic, I have to work on something that’s not my favourite project in the world. Or the company’s priorities clash with my own, and I end up implementing something that my gut tells me isn’t the best use of my time from a “make the world a better place” perspective. Occasionally they take a punt on something that really pisses me off.
That’s all okay, of course, because they pay me, and I have a mortgage to settle. That’s fine. That’s part of the deal.
My voluntary work at Three Rings is more… mine. I’m the founder of the project; I 100% believe in what it’s trying to achieve. Even though I’ve worked to undermine the power of my “founder privilege” by entrusting the organisation to a board and exec that I know will push back and challenge me, I feel safe fully trusting that everything I give to Three Rings will be used in the spirit of the original mission. And even though I might sometimes disagree with others on the best way forward, I accept that whatever decision is made comes from a stronger backing than if I’d acted alone.
Three Rings, of course, doesn’t pay me4. That’s why I can only give them a few hours a week of my time. If I could give more, I would, but I have bills to pay so my “day job” is important too: I’m just so incredibly fortunate that that “day job” touches upon many of the same drives that are similarly satisfied by my voluntary work.
If I didn’t have bills to pay, I could happily just volunteer for Three Rings. I’d miss Automattic, of course: there are some amazing folks there whom I love very much, and I love the work. But if they paid me as little as Three Rings did – that is, nothing! – I’d choose Three Rings in a heartbeat.
But man, what a privileged position I’m in that I can be asked what my dream job is and I can answer “well, it’s either this thing that I already do, or this other thing that I already do, depending on whether this hypothetical scenario considers money to be a relevant factor.” I’m a lucky, lucky man.
Footnotes
1 I’m badly-paraphrasing Matt, but you get the gist.
2 Automattic’s not hiring as actively nor voraciously as it has been for the last few years – a recent downtown in the tech sector which you may have seen have heavily affected many tech companies has flooded the market with talent, and we’ve managed to take our fill of them – we’re still always interested to hear from people who believe in what we do and have skills that we can make use of. And because we’re a community with a lot of bloggers, you can find plenty of first-hand experiences of our culture online if you’d like to solicit some opinions before you apply…
3 Disclaimer: Three Rings is the oldest still-running volunteer management system we’re aware of: our nearest surviving “competitor”, which provides similar-but-different features for a price that’s an order of magnitude greater, launched later in the same year we started. But maybe somebody else has been running these last 22 years that we haven’t noticed, yet: you never know!
4 Assuming you don’t count a Christmas dinner each January – yes, really! (it turns out to be cheaper to celebrate Christmas in January) – as payment.
[Bloganuary] Paws to Hear my Scents-ible Idea
This post is part of my attempt at Bloganuary 2024. Today’s prompt is:
Come up with a crazy business idea.
Smell-based social networking for dogs.
Hear me out…
I’ve tried to explain to our occasionally-anxious dog that, for example, the dog-and-human shaped blobs at the far end of the field includes a canine with whom she’s friendly and playful. She can’t tell who they are because her long-distance vision’s not as good as mine1, and we’re too far away for her to be able to smell her friend.
If this were a human meetup and I wasn’t sure who I’d be meeting, I’d look it up online, read the attendees’ names and see their photos, and be reassured. That’s exactly what I do if I’m feeling nervous about a speaking engagement: I look up the other speakers who’ll be there, so I know I can introduce myself to people before or after me. Or if I’m attending a work meet-up with new people: I find their intranet profiles and find out who my new-to-me colleagues are.
Wouldn’t it be great if I could “show” my dog who she was going to meet, in smell-form.
I imagine a USB-C accessory you can attach to your computer or phone which can analyse and produce dogs’ unique scents, storing and transmitting their unique fingerprint in a digital form. Your subscription to the service would cover the rental of the accessory plus refills of the requisite chemicals, and a profile for your pooch on the Web-based service.
Now, you could “show” your dog who you were going to go and meet, by smell. Just look up the profile of the playmate you’re off to see, hold the device to your pupper’s nose, and let them get a whiff of their furry buddy even before you get there. Dogs do pretty well at pattern-matching, and it won’t take them long to learn that your magical device is a predictor of where they’re headed to, and it’ll be an effective anxiety-reducer.
The only question is what to call my social-network-for-dogs. Facebutt? Pupper? HoundsReunited???
Footnotes
1 Plus: I get contextual clues like seeing which car the creature and its owner got out of.
Announcers and Automation
Podcast Version
This post is also available as a podcast. Listen here, download for later, or subscribe wherever you consume podcasts.
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YouTubeNowadays if you’re on a railway station and hear an announcement, it’s usually a computer stitching together samples1. But back in the day, there used to be a human with a Tannoy microphone sitting in the back office, telling you about the platform alternations and destinations.
I had a friend who did it as a summer job, once. For years afterwards, he had a party trick that I always quite enjoyed: you’d say the name of a terminus station on a direct line from Preston, e.g. Edinburgh Waverley, and he’d respond in his announcer-voice: “calling at Lancaster, Oxenholme the Lake District, Penrith, Carlisle, Lockerbie, Haymarket, and Edinburgh Waverley”, listing all of the stops on that route. It was a quirky, beautiful, and unusual talent. Amazingly, when he came to re-apply for his job the next summer he didn’t get it, which I always thought was a shame because he clearly deserved it: he could do the job blindfold!
There was a strange transitional period during which we had machines to do these announcements, but they weren’t that bright. Years later I found myself on Haymarket station waiting for the next train after mine had been cancelled, when a robot voice came on to announce a platform alteration: the train to Glasgow would now be departing from platform 2, rather than platform 1. A crowd of people stood up and shuffled their way over the footbridge to the opposite side of the tracks. A minute or so later, a human announcer apologised for the inconvenience but explained that the train would be leaving from platform 1, and to disregard the previous announcement. Between then and the train’s arrival the computer tried twice more to send everybody to the wrong platform, leading to a back-and-forth argument between the machine and the human somewhat reminiscient of the white zone/red zone scene from Airplane! It was funny perhaps only because I wasn’t among the people whose train was in superposition.
Clearly even by then we’d reached the point where the machine was well-established and it was easier to openly argue with it than to dig out the manual and work out how to turn it off. Nowadays it’s probably even moreso, but hopefully they’re less error-prone.
When people talk about how technological unemployment, they focus on the big changes, like how a tipping point with self-driving vehicles might one day revolutionise the haulage industry… along with the social upheaval that comes along with forcing a career change on millions of drivers.
But in the real world, automation and technological change comes in salami slices. Horses and carts were seen alongside the automobile for decades. And you still find stations with human announcers. Even the most radically-disruptive developments don’t revolutionise the world overnight. Change is inevitable, but with preparation, we can be ready for it.
Footnotes
1 Like ScotRail’s set, voiced by Alison McKay, which computers can even remix for you over a low-fi hiphop beat if you like.
Automattic International
(This is yet another post about Automattic. Seee more posts about my experience of working at Automattic.)
Off the back of my recent post about privileges I enjoy as a result of my location and first language, even at my highly-multinational employer, and inspired by my colleague Atanas‘ data-mining into where Automatticians are located, I decided to do another treemap, this time about which countries Automatticians call home:
Where are the Automatticians?
To get a better picture of that, let’s plot a couple of cartograms. This animation cycles between showing countries at (a) their actual (landmass) size and (b) approximately proportional to the number of Automatticians based in each country:
Another way to consider the data would be be comparing (a) the population of each country to (b) the number of Automatticians there. Let’s try that:
There’s definitely something to learn from these maps about the cultural impact of our employee diversity, but I can’t say more about that right now… primarily because I’m not smart enough, but also at least in part because I’ve watched the map animations for too long and made myself seasick.
A note on methodology
A few quick notes on methodology, for the nerds out there who’ll want to argue with me:
- Country data was extracted directly from Automattic’s internal staff directory today and is based on self-declaration by employees (this is relevant because we employ a relatively high number of “digital nomads”, some of whom might not consider any one country their home).
- Countries were mapped to continents using this dataset.
- Maps are scaled using Robinson projection. Take your arguments about this over here.
- The treemaps were made using Excel. The cartographs were produced based on work by Gastner MT, Seguy V, More P. [Fast flow-based algorithm for creating density-equalizing map projections. Proc Natl Acad Sci USA 115(10):E2156–E2164 (2018)].
- Some countries have multiple names or varied name spellings and I tried to detect these and line-up the data right but apologies if I made a mess of it and missed yours.
Automattic Privilege
I’ve been thinking recently about three kinds of geographic privilege I enjoy in my work at Automattic. (See more posts about my experience of working at Automattic.)
1. Timezone Privilege
Take a look at the map below. I’m the pink pin here in Oxfordshire. The green pins are my immediate team – the people I work with on a day-to-day basis – and the blue pins are people outside of my immediate team but in its parent team (Automattic’s org chart is a bit like a fractal).
Thinking about timezones, there are two big benefits to being where I am:
- I’m in the median timezone, which makes times that are suitable-for-everybody pretty convenient for me (I have a lot of lunchtime/early-afternoon meetings where I get to watch the sun rise and set, simultaneously, through my teammates’ windows).
- I’m West of the mean timezone, which means that most of my immediate coworkers start their day before me so I’m unlikely to start my day blocked by anything I’m waiting on.
(Of course, this privilege is in itself a side-effect of living close to the meridian, whose arbitrary location owes a lot to British naval and political clout in the 19th century: had France and Latin American countries gotten their way the prime median would have probably cut through the Atlantic or Pacific oceans.)
2. Language Privilege
English is Automattic’s first language (followed perhaps by PHP and Javascript!), not one of the 120 other languages spoken by Automatticians. That’s somewhat a consequence of the first language of its founders and the language in which the keywords of most programming languages occur.
It’s also a side-effect of how widely English is spoken, which in comes from (a) British colonialism and (b) the USA using Hollywood etc. to try to score a cultural victory.
I’ve long been a fan of the concept of an international axillary language but I appreciate that’s an idealistic dream whose war has probably already been lost.
For now, then, I benefit from being able to think, speak, and write in my first language all day, every day, and not have the experience of e.g. my two Indonesian colleagues who routinely speak English to one another rather than their shared tongue, just for the benefit of the rest of us in the room!
3. Passport Privilege
Despite the efforts of my government these last few years to isolate us from the world stage, a British passport holds an incredible amount of power, ranking fifth or sixth in the world depending on whose passport index you follow. Compared to many of my colleagues, I can enjoy visa-free and/or low-effort travel to a wider diversity of destinations.
Normally I might show you a map here, but everything’s a bit screwed by COVID-19, which still bars me from travelling to many places around the globe, but as restrictions start to lift my team have begun talking about our next in-person meetup, something we haven’t done since I first started when I met up with my colleagues in Cape Town and got assaulted by a penguin.
But even looking back to that trip, I recall the difficulties faced by colleagues who e.g. had to travel to a different country in order tom find an embassy just to apply for the visa they’d eventually need to travel to the meetup destination. If you’re not a holder of a privileged passport, international travel can be a lot harder, and I’ve definitely taken that for granted in the past.
I’m going to try to be more conscious of these privileges in my industry.
Future Challenges for Remote Working
When the COVID-19 lockdown forced many offices to close and their staff to work remotely, some of us saw what was unfolding as an… opportunity in disguise. Instead of the slow-but-steady decentralisation of work that’s very slowly become possible (technically, administratively, and politically) over the last 50 years, suddenly a torrent of people were discovering that remote working can work.
The Future is Now
As much as I hate to be part of the “where’s my flying car?” brigade, I wrote ten years ago about my dissatisfaction that remote working wasn’t yet commonplace, let alone mainstream. I recalled a book I’d read as a child in the 1980s that promised a then-future 2020 of:
- near-universal automation of manual labour as machines become capable of an increasing diversity of human endeavours (we’re getting there, but slowly),
- a three- or four-day work week becoming typical as efficiency improvements are reinvested in the interests of humans rather than of corporations (we might have lost sight of that goal along the way, although there’s been some fresh interest in it lately), and
- widespread “teleworking”/”telecommuting”, as white-collar sectors grow and improvements in computing and telecommunications facilitate the “anywhere office”
Of those three dreams, the third soon seemed like it would become the most-immediate. Revolutionary advances in mobile telephony, miniaturisation of computers, and broadband networking ran way ahead of the developments in AI that might precipitate the first dream… or the sociological shift required for the second. But still… progress was slow.
At eight years old, I genuinely believed that most of my working life would be spent… wherever I happened to be. So far, most of my working life has been spent in an office, despite personally working quite hard for that not to be the case!
I started at Automattic six months ago, an entirely distributed company. And so when friends and colleagues found themselves required to work remotely by the lockdown they came in droves to me for advice about how to do it! I was, of course, happy to help where I could: questions often covered running meetings and projects, maintaining morale, measuring output, and facilitating communication… and usually I think I gave good answers. Sometimes, though, the answer was “If you’re going to make that change, you’re going to need a cultural shift and some infrastructure investment first.” Y’know: “Don’t start from here.” If you received that advice from me: sorry!
(Incidentally, if you have a question I haven’t answered yet, try these clever people first for even better answers!)
More-recently, I was excited to see that many companies have adopted this “new normal” not as a temporary measure, but as a possible shape of things to come. Facebook, Twitter, Shopify, Square, and Spotify have all announced that they’re going to permit or encourage remote work as standard, even after the crisis is over.
Obviously tech companies are leading the way, here: not only are they most-likely to have the infrastructure and culture already in place to support this kind of shift. Also, they’re often competing for the same pool of talent and need to be seen as at-least as progressive as their direct rivals. Matt Mullenweg observes that:
What’s going to be newsworthy by the end of the year is not technology companies saying they’re embracing distributed work, but those that aren’t.
…some employers trapped in the past will force people to go to offices, but the illusion that the office was about work will be shattered forever, and companies that hold on to that legacy will be replaced by companies who embrace the antifragile nature of distributed organizations.
Tomorrow’s Challenges
We’re all acutely familiar with the challenges companies are faced with today as they adapt to a remote-first environment. I’m more interested in the challenges that they might face in the future, as they attempt to continue to use a distributed workforce as the pandemic recedes. It’s easy to make the mistake of assuming that what many people are doing today is a rehearsal for the future of work, but the future will look different.
Some people, of course, prefer to spend some or all of their work hours in an office environment. Of the companies that went remote-first during the lockdown and now plan to stay that way indefinitely, some will lose employees who preferred the “old way”. For this and other reasons, some companies will retain their offices and go remote-optional, allowing flexible teleworking, and this has it’s own pitfalls:
- Some remote-optional offices have an inherent bias towards in-person staff. In some companies with a mixture of in-person and remote staff, remote workers don’t get included in ad-hoc discussions, or don’t become part of the in-person social circles. They get overlooked for projects or promotions, or treated as second-class citizens. It’s easy to do this completely by accident and create a two-tiered system, which can lead to a cascade effect that eventually collapses the “optional” aspect of remote-optional; nowhere was this more visible that in Yahoo!’s backslide against remote-optional working in 2013.
- Some remote-optional offices retain an archaic view on presenteeism and “core hours”. Does the routine you keep really matter? Remote-first working demands that productivity is measured by output, not by attendance, but management-by-attendance is (sadly) easier to implement, and some high-profile organisations favour this lazy but less-effective approach. It’s easy, but ineffective, for a remote-optional company to simply extend hours-counting performance metrics to their remote staff. Instead, allowing your staff (insofar as is possible) to work the hours that suit them as individuals opens up your hiring pool to a huge number of groups whom you might not otherwise reach (like single parents, carers, digital nomads, and international applicants) and helps you to get the best out of every one of them, whether they’re an early bird, a night owl, or somebody who’s most-productive after their siesta!
- Pastoral care doesn’t stop being important after the crisis is over. Many companies that went remote-first for the coronavirus crisis have done an excellent job of being supportive and caring towards their employees (who, of course, are also victims of the crisis: by now, is there anybody whose life hasn’t been impacted?). But when these companies later go remote-optional, it’ll be easy for them to regress to their old patterns. They’ll start monitoring the wellbeing only of those right in front of them. Remote working is already challenging, but it can be made much harder if your company culture makes it hard to take a sick day, seek support on a HR issue, or make small-talk with a colleague.
These are challenges specifically for companies that go permanently remote-optional following a period of remote-first during the coronavirus crisis.
Towards a Post-Lockdown Remote-Optional Workplace
How you face those challenges will vary for every company and industry, but it seems to me that there are five lessons a company can learn as it adapts to remote-optional work in a post-lockdown world:
- Measure impact, not input. You can’t effectively manage a remote team by headcount or closely tracking hours; you need to track outputs (what is produced), not inputs (person-hours). If your outputs aren’t measurable, make them measurable, to paraphrase probably-not-Galileo. Find metrics you can work with and rely on, keep them transparent and open, and re-evaluate often. Use the same metrics for in-office and remote workers.
- Level the playing field. Learn to spot the biases you create. Do the in-person attendees do all the talking at your semi-remote meetings? Do your remote workers have to “call in” to access information only stored on-site (including in individual’s heads)? When they’re small, these biases have a huge impact on productivity and morale. If they get big, they collapse your remote-optional environment.
- Always think bigger. You’re already committing to a shakeup, dragging your company from the 2020 of the real world into the 2020 we once dreamed of. Can you go further? Can you let your staff pick their own hours? Or workdays? Can your staff work in other countries? Can you switch some of your synchronous communications channels (e.g. meetings) into asynchronous information streams (chat, blogs, etc.)? Which of your telecommunications tools serve you, and which do you serve?
- Remember the human. Your remote workers aren’t faceless (pantsless) interchangeable components in your corporate machine. Foster interpersonal relationships and don’t let technology sever the interpersonal links between your staff. Encourage and facilitate (optional, but awesome) opportunities for networking and connection. Don’t forget to get together in-person sometimes: we’re a pack animal, and we form tribes more-easily when we can see one another.
- Support people through the change. Remote working requires a particular skillset; provide tools to help your staff adapt to it. Make training and development options available to in-office staff too: encourage as flexible a working environment as your industry permits. Succeed, and your best staff will pay you back in productivity and loyalty. Fail, and your best staff will leave you for your competitors.
I’m less-optimistic than Matt that effective distributed working is the inexorable future of work. But out of the ashes of the coronavirus crisis will come its best chance yet, and I know that there’ll be companies who get left behind in the dust. What are you doing to make sure your company isn’t one of them?
How to not make a résumé in React
This is a repost promoting content originally published elsewhere. See more things Dan's reposted.
I’ve seen a fair share of tutorial links floating around in newsletters and Twitter and the like recently. They all promise the same thing, namely how to use React to create a résumé.
I mean, I get it. It’s important to have something to build towards when learning a new skill, especially with development.
At first blush a résumé seems like a good thing to build towards: They are relatively small in terms of complexity and can probably use content that already exists on your LinkedIn profile. If you’re looking for a job, it’s also a handy way to double-dip on a skill that is in high demand.
I checked out a few of these tutorials, and after noticing some patterns, I’d like to mention a few things you could do to your résumé instead. I’m not going to link to the ones I tested because I don’t want to give bad advice more exposure than it is already getting.
…
I can’t even begin to conceive of the kind of mind that, when faced with the question of how to put their résumé/CV online, start by installing a Javascript framework. My CV‘s online (and hey, it got me my current job so that’s awesome) and I think it’s perfectly fabulous. Simple, human-readable, semantic HTML with microformats support. Perfectly readable on anything from lynx upwards and you’d probably get by in telnet. Total size including all images, fonts, style and script is under 140kb, and can all be inlined with a quick command so I can have a single-file version that looks just as great (I use this version to email to people, but I’m thinking I ought to just inline everything, all the time). Under 1kb of my payload is JavaScript, and it’s all progressive enhancement: using an IntersectionObserver (which I’ve written about before) to highlight the current “section” of the document in the menu. Print CSS so it looks right when you put it onto dead trees. Etc. etc.
My entire CV requires a quarter of the bandwidth of just the JavaScript of any of the handful of React-based ones I looked
up. The mind boggles. I tried disabling JavaScript on a few of them (even if you believe “nobody uses the Web without JavaScript” – and you’re wrong – then you have to admit that
sometimes JavaScript fails) and they did horrific things like not loading images or links not working, as if <img> and <a> tags were
something that requires you to npm install html@0.9 before they work..
A simpler, faster, more-accessible, more-secure Web is possible. It’s not even particularly hard. It just requires a little thought. Don’t take a sledgehammer to a walnut: the best developers are the ones who choose the right tool for the job. Your résumé/CV is not a real-time backendless application on a post-relational-backed microservices architecture, or whatever’s “hip” this week. It’s a page that you want to be as easy as possible to read by the widest number of people. Why make life harder for you, and for them?
Howdymattic
New employees at Automattic – like me! – are encouraged to make a “howdymattic” video, introducing themselves to their co-workers. Some are short and simple, others more-ornate, but all are a great way to provide the kind of interpersonal connection that’s more-challenging in an entirely-distributed company with no fixed locations and staff spread throughout the globe.
In anticipation of starting, tomorrow, I made such a video. And I thought I’d share it with you, too.
Also available on: VideoPress, QTube, YouTube.
Without The Bod
Eight years, six months, and one week after I started at the Bodleian, we’ve gone our separate ways. It’s genuinely been the nicest place I’ve ever worked; the Communications team are a tightly-knit, supportive, caring bunch of diverse misfits and I love them all dearly, but the time had come for me to seek my next challenge.
(For anybody out-of-the-loop, I’m moving to Automattic after surviving their amazing, mind-expanding recruitment process).
Being awesome as they are, my team threw a going-away party for me, complete with food from Najar’s Place, about which I’d previously raved as having Oxford’s best falafels. I wasn’t even aware that Najar’s place did corporate catering… actually, it’s possible that they don’t and this was just a (very) special one-off.
Following in the footsteps of recent team parties, they’d even gotten a suitably-printed cake with a picture of my face on it. Which meant that I could leave my former team with one final magic trick, the never-before-seen feat of eating my own head (albeit in icing form).
As the alcohol started to work, I announced an activity I’d planned: over the weeks prior I’d worked to complete but not cash-in reward cards at many of my favourite Oxford eateries and cafes, and so I was now carrying a number of tokens for free burritos, coffees, ice creams, smoothies, pasta and more. Given that I now expect to spend much less of my time in the city centre I’d decided to give these away to people who were able to answer challenge questions presented – where else? – on our digital signage simulator.
I also received some wonderful going-away gifts, along with cards in which a few colleagues had replicated my long tradition of drawing cartoon animals in other people’s cards, by providing me with a few in return.
Later, across the road at the Kings’ Arms and with even more drinks inside of me, I broke out the lyrics I’d half-written to a rap song about my time at the Bodleian. Because, as I said at the time, there’s nothing more-Oxford than a privileged white boy rapping about how much he’d loved his job at a library (video also available on QTube [with lyrics] and on Videopress).
It’s been an incredible 8½ years that I’ll always look back on with fondness. Don’t be strangers, guys!
Shredding eight years of old payslips
I’ve just cleared out my desk at the Bodleian in anticipation of my imminent departure and discovered that I’ve managed to successfully keep not only my P60s but also every payslip I’ve ever received in the 8½ years I’ve worked there. At a stretch, I might just end up requiring those for the current tax year but I can’t conceive of any reason I’ll ever need the preceding hundred or so of them, so the five year-old and I shredded them all.
If you’ve ever wanted to watch five solid minutes of cross-cut shredding shot from an awkwardly placed mobile phone camera, this is the video for you. Everybody else can move along.
Also available on QTube and on VideoPress.
Time-Efficient Shuffling
Some years ago, a friend of mine told me about an interview they’d had for a junior programming position. Their interviewer was one of that particular breed who was attached to programming-test questions: if you’re in the field of computer science, you already know that these questions exist. In any case: my friend was asked to write pseudocode to shuffle a deck of cards: a classic programming problem that pretty much any first-year computer science undergraduate is likely to have considered, if not done.
There are lots of wrong ways to programmatically shuffle a deck of cards, such as the classic “swap the card in each position with the card in a randomly-selected position”, which results in biased results. In fact, the more that you think in terms of how humans shuffle cards, the less-likely you are to come up with a good answer!
The simplest valid solution is to take a deck of cards and move each card, choosing each at random, into a fresh deck (you can do this as a human, if you like, but it takes a while)… and that’s exactly what my friend suggested.
The interviewer was ready for this answer, though, and asked my friend if they could think of a “more-efficient” way to do the shuffle. And this is where my friend had a brain fart and couldn’t think of one. That’s not a big problem in the real world: so long as you can conceive that there exists a more-efficient shuffle, know what to search for, and can comprehend the explanation you get, then you can still be a perfectly awesome programmer. Demanding that people already know the answer to problems in an interview setting doesn’t actually tell you anything about their qualities as a programmer, only how well they can memorise answers to stock interview questions (this interviewer should have stopped this line of inquiry one question sooner).
The interviewer was probably looking for an explanation of the modern form of the Fisher-Yates shuffle algorithm, which does the same thing as my friend suggested but without needing to start a “separate” deck: here’s a video demonstrating it. When they asked for greater efficiency, the interviewer was probably looking for a more memory-efficient solution. But that’s not what they said, and it’s certainly not the only way to measure efficiency.
When people ask ineffective interview questions, it annoys me a little. When people ask ineffective interview questions and phrase them ambiguously to boot, that’s just makes me want to contrive a deliberately-awkward answer.
So: another way to answer the shuffling efficiency question would be to optimise for time-efficiency. If, like my friend, you get a question about improving the efficiency of a shuffling algorithm and they don’t specify what kind of efficiency (and you’re feeling sarcastic), you’re likely to borrow either of the following algorithms. You won’t find them any computer science textbook!
Complexity/time-efficiency optimised shuffling
- Precompute and store an array of all 52! permutations of a deck of cards. I think you can store a permutation in no more than 226 bits, so I calculate that 2.3 quattuordecillion yottabytes would be plenty sufficient to store such an array. That’s about 25 sexdecillion times more data than is believed to exist on the Web, so you’re going to need to upgrade your hard drive.
- To shuffle a deck, simply select a random number x such that 0 <= x < 52! and retrieve the deck stored at that location.
This converts the O(n) problem that is Fisher-Yates to an O(1) problem, an entire complexity class of improvement. Sure, you need storage space valued at a few hundred orders of magnitude greater than the world GDP, but if you didn’t specify cost-efficiency, then that’s not what you get.
You’re also going to need a really, really good PRNG to ensure that the 226-bit binary number you generate has sufficient entropy. You could always use a real physical deck of cards to seed it, Solitaire/Pontifex-style, and go full meta, but I worry that doing so might cause this particular simulation of the Universe to implode, sooo… do it at your own risk?
Perhaps we can do one better, if we’re willing to be a little sillier…
(Everett interpretation) Quantum optimised shuffling
Assuming the many-worlds interpretation of quantum mechanics is applicable to reality, there’s a yet-more-efficient way to shuffle a deck of cards, inspired by the excellent (and hilarious) quantum bogosort algorithm:
- Create a superposition of all possible states of a deck of cards. This divides the universe into 52! universes; however, the division has no cost, as it happens constantly anyway.
- Collapse the waveform by observing your shuffled deck of cards.
The unneeded universes can be destroyed or retained as you see fit.
Let me know if you manage to implement either of these.