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The engineering team I am on has a very laid back approach to work hours. People come in at 6am and at 11am, and work until things are done when necessary.

Engineers will routinely work very late, on weekends, etc as pressing issues arise (and deadlines loom).

Recently, the company has decided to implement a "core business hours" initiative, which is fundamentally incompatible with the Engineering Team's "get it done" approach.

What would be a good way to expose the nature of the hard work the team does to the rest of the company, in such a way that:

a) It does not come off as self congratulatory bragging

b) It does not encourage the development of a no work-life balance culture

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closed as off-topic by mattnz, Bernard, gnat, BЈовић, Kilian Foth Mar 19 '14 at 7:57

  • This question does not appear to be about software development within the scope defined in the help center.
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Nothing in here is programming specific. Belongs over at – mattnz Mar 19 '14 at 1:50

1 Answer 1

up vote 10 down vote accepted

Demonstrate that success is being declared (by management) on software requirements on-time, and on-budget. If this isn't happening, figure out why, and determine whether or not instituting core work hours seems like a reasonable response. Some reasons why this may not be happening:

  1. Requirements are not specific enough,
  2. Insufficient planning of software development stages,
  3. Misunderstanding about what constitutes a declaration of success.

Find out the motivating reason behind why core business hours are being implemented. Determine whether it's because of something like having everyone available for meetings and cross-collaboration, or whether it's because management wants to see people looking busy. The former are good reasons for instituting core hours; the latter is not. If meetings are the reason, figure out some sort of compromise; meetings don't have to happen every day.

There's nothing wrong with selling the accomplishments of your department. I've seen a number of cases where organizations fail to do this, and they are subsequently taken for granted. If it is clear that your developers get things done, then you need to first convince management that this is the case, and then assert that the current culture of "getting things done" is part and parcel of that.

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Find out the motivating reason behind why core business hours are being implemented. This is too chatty to be an answer, so hence a comment. My experience, multiple instances of each: (1) An inept manager has been promoted to his or her level of incompetence (Peter Principle), and (2) Management needs a documented rationale for firing somebody (EEOC rules). – David Hammen Mar 19 '14 at 1:08
I would say that you need to convey why switching to these new rules will harm productivity and therefore the bottom line. – TruthOf42 Mar 19 '14 at 13:45

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