Companies Are Discriminating Against Remote Workers: Time-Zone Prejudice

People are being asked to work longer hours and pick up other teams' slack, all because of their time zone. Tyler Le/Insider 

When interviewing for a job at a creative agency based on the West Coast, Jane was assured she could work East Coast hours. But almost immediately after she started the job, the expectations shifted. Jane, whose name has been changed since she still works in the same industry and fears being blacklisted for negative comments, said coworkers expected her to respond to Slack messages in the morning and late at night and she was invited to meetings well after her working hours ended, she told me. “I was expected to be responsive 24/7,” she said.

In the age of remote work, many people have left coastal hubs for more affordable cities across America. This means many more workers are in different time zones from their coworkers, bosses, and companies. And some employees have felt they have been exploited because of their differing time zones, being expected to take on extra work.

Other employees I spoke with said it felt as if working hours had no meaning in the remote world and that they were “on call” more than before, often because of their time-zone difference. While working remotely offers benefits that often weren’t available in a pre-pandemic world, such as living in less busy or less expensive cities, working flexible hours, or getting to wear sweatpants instead of business slacks, the issue of time zones is already causing confusion, miscommunication, and even prejudice against employees working on a different clock.

Unintentional bias

Globally, by one estimate, 16% of companies are now fully remote. And a Gallup survey from late 2021 found that 45% of the US workforce was remote at least some of the time and that most planned to stay that way. A survey from 2022 found that 56% of full-time jobs are “remote capable.” While many jobs have requirements on which states or countries employees can work from, some do not.

Employees and freelancers who are able to have spread out across the US and the globe — creating large time differences between them and the people they work with. But while the coronavirus pandemic created a surge in remote work, it isn’t a pandemic novelty for companies to have a global reach. Businesses have been navigating time zones as long as “telecommuting” has been in the lexicon. While remote is all the rage now, Gallup figures indicate 39% of Americans worked remotely in some capacity in 2012, too.

But the shift in which companies are now offering remote work options provides a clue to why time-zone bias is becoming worse. Previously, most of the businesses that hired international and across states were bigger companies with bigger infrastructure. They are more likely to have software that can handle scheduling, videoconferencing, and accommodating larger groups of people in different time zones.

Smaller companies may not be able to afford scheduling software or dedicated staff members to manage scheduling, leaving the onus of navigating time zones to managers and employees. With a surge in how many people are working remotely and from where, more people than before are navigating large time differences. As with any shift, there is a learning curve.

Some employees I spoke with felt that their companies were just careless and didn’t realize or remember differences in time zones. After a US-based company he worked for was purchased by a company based in Europe, R. Karl Hebenstreit noticed that “all of our team meetings were scheduled around European time zones and holidays, while the US employees and the Asia-based employees were afterthoughts.”

Katrina, whose last name has been withheld so she wouldn’t get in trouble for speaking about her job, is a customer-service associate for a nationwide telecommunications company. She often didn’t have a supervisor at the end of the day because of the time-zone difference. In one case, she said, she was “admonished” for not handling a situation with a customer the same way the supervisor, who wasn’t reachable, would have.

For Hebenstreit, the bias toward a European schedule caused more work to fall on his shoulders. “Meetings were scheduled on and without regard to US holidays (even though we have automatic calendars that inform us of these details),” he told me. “And due to Europe’s more generous vacation, part-time schedule, and holiday schedules, the US employees were expected to pick up the slack for their European counterparts by taking on their clients as well.”

John, who worked for a company in Texas and lives on the West Coast, also had to pick up other teams’ slack because of his time zone. (His name has been changed to avoid retaliation since he still works in the same industry.) Because he was the last to log on for the day, “end-of-day deliverables like coverage reports, rapid commentary, etc. often got handed over to me,” John told me.

Managers are often not trying to exploit; they’re simply not able to remember everyone’s time zones when managing a large team. But often, that unintentional bias can lead to full-on prejudice….Read more….

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Source: Companies Are Discriminating Against Remote Workers: Time-Zone Prejudice

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Four Ways to Build Influence at Work, No Matter Your Job Title

people around a table, brainstorming

Being influential has its benefits. People seek out your opinion and listen to you. Your words have power. Those around you believe what you say and give weight to your input. But you don’t have to be a member of the C-suite or a high-ranking employee for this to be true. It’s possible to expand your influence in virtually any role.

“Inside the workplace, there’s formal influence, which comes from your position—the responsibility and authority that you’ve been given,” says leadership consultant Ron Price, founder of Price Associates, and author of Growing Influence: A Story of How to Lead with Character, Expertise, and Impact. “But there’s also informal influence, which comes from who you are and how you show up.”

While the title you hold may not be imbued with power, there are steps you can take to increase the power you hold in virtually any role, he says. Here are four strategies to try:


Focus On What You Can Control

Influence starts with the areas within your control, says Melissa Drake, founder of Collaborative AF, a consultancy that helps companies unlock potential through collaboration. First off, focus simply on being good at your job.

“If you’re doing your thing well and passionately and you’re getting good results, it’s really hard to argue with that,” she says. Being good at your job is one of the basic elements of influence. It lets people know that you’re confident and capable. Failure to do so undermines influence and makes it more difficult for people to trust you.

At consulting and training company Franklin Covey, Scott Miller, executive vice president and author of Management Mess to Leadership Success: 30 Challenges to Become the Leader You Would Follow, recommends focusing on your “circle of influence“—those factors you can control, including “your reputation; your ability to deliver on your promises; your ability to make wise, high-impact decisions; your ability to collaborate.” The more you focus on those essential elements, the more your influence will naturally grow.


Spend Your ‘Influence Currency’ Wisely

Understanding the areas in which you may most likely be influential is important, too. If you have special expertise or act as a facilitator or gatekeeper, the way you share and distribute knowledge or resources can make you influential, says Allan Cohen, global leadership professor at Babson College and co-author of Influence without Authority. The core of your influence may also lie in how well you understand the organization, relationships within the workplace, or other areas that aren’t generally known.

But there’s a fine line between being a fair guardian of that influence and blowing your own horn too much, he says. Cohen says you must figure out how to provide that value in a reasonable way. “It’s a fine art to be able to contribute without disappearing, but without saying, ‘See me? See me? Look. Look. Here I am. Look what I’m doing for you,’” he says.


Make Strong Connections With Others

“Everything comes down to relationships,” Drake says, so building a strong network is essential. She recommends getting to know people on a personal level, too. It’s easier to relate to and understand others when you have an idea of what’s important to them, what their personality traits are, and what’s going on in their lives. “[Allow] people to be seen and heard as individuals and who they are,” says Drake, who gave a TEDx talk on collaboration in which she emphasized how much more powerful successful collaborations can be compared to solo efforts. “Then it makes it easier to come together,” she says.

The ability to collaborate with others also helps build your influence because it strengthens relationships. “There’s the kind of influence that you build through collaboration, where you work with people, where you have shared interests, says Price. “You can combine your influence together to create something bigger than you could have done by yourself.”


Don’t Be a Jerk

Even if you don’t have a big title or wield a great deal of power, there is always a way you can help others, Price says. So find ways to give back to individuals and the organization before you try to use your influence for your own interests. “Who comes to you to get information or something that they need in order to do their daily work?” he says. “The more that you respond to that in a timely way and give them what they’re looking for, the better, stronger influence you’ll build with them.”

By building your expertise and relationships, and using your growing power wisely and fairly, your words and actions will likely have greater impact in the workplace. But, as your influence grows, so must your humility, Miller says. “The more you readily show vulnerability and admit your issues, [the more] people will gravitate around you and you’ll create a culture where people take risks. They’ll make bets. They’ll choose to stay because there’s no paranoia. There’s high trust,” he says.

By: Gwen Moran

Source: Pocket

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Critics:

Social influence comprises the ways in which individuals change their behavior to meet the demands of a social environment. It takes many forms and can be seen in conformity, socialization, peer pressure, obedience, leadership, persuasion, sales, and marketing. Typically social influence results from a specific action, command, or request, but people also alter their attitudes and behaviors in response to what they perceive others might do or think. In 1958, Harvard psychologist Herbert Kelman identified three broad varieties of social influence.

  1. Compliance is when people appear to agree with others but actually keep their dissenting opinions private.
  2. Identification is when people are influenced by someone who is liked and respected, such as a famous celebrity.
  3. Internalization is when people accept a belief or behavior and agree both publicly and privately.

Morton Deutsch and Harold Gerard described two psychological needs that lead humans to conform to the expectations of others. These include our need to be right (informational social influence) and our need to be liked (normative social influence). Informational influence (or social proof) is an influence to accept information from another as evidence about reality. Informational influence comes into play when people are uncertain, either because stimuli are intrinsically ambiguous or because there is social disagreement.

Normative influence is an influence to conform to the positive expectations of others. In terms of Kelman’s typology, normative influence leads to public compliance, whereas informational influence leads to private acceptance.

Robert Cialdini defines six “weapons of influence” that can contribute to an individual’s propensity to be influenced by a persuader:

  • Reciprocity: People tend to return a favor.
  • Commitment and consistency: People do not like to be self-contradictory. Once they commit to an idea or behavior, they are averse to changing their minds without good reason.
  • Social proof: People will be more open to things that they see others doing. For example, seeing others compost their organic waste after finishing a meal may influence the subject to do so as well.
  • Authority: People will tend to obey authority figures.
  • Liking: People are more easily swayed by people they like.
  • Scarcity: A perceived limitation of resources will generate demand.

See also

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