While most software companies report that they leverage an “agile” software development process, EY-Parthenon research indicates that only a fraction of those companies are truly operating in an agile manner. These gaps between what a company’s processes look like on paper compared with what they look like in reality can cause delays and productivity challenges. These challenges are likely exacerbated in a remote environment, where process and quality control are more difficult to enforce without proper tooling, especially in organizations with siloed team structures.
Based on EY experience, we have identified three areas of investment that can make a meaningful difference in supporting software R&D employees and enabling long-term success:
1. Communication
The first element of team-level management is providing effective internal communication throughout stand-ups, sprint planning sessions and retrospectives. The one-on-one and small group collaboration that is a feature of on-site working can be lacking in a remote environment. Rather than prompting collaboration, remote meetings can become “check the box” exercises.
Team leaders may need to enable two main types of communication beyond email: synchronous communication (e.g., messaging platforms, real-time whiteboarding tools) and asynchronous communication (e.g., project management tracking tools). When rolled out in tandem with thoughtful guidelines and work norms (e.g., time-boxed stand-ups with mandatory usage of webcams, protected “focus times”), these basic tools can go a long way toward continually progressing and reducing employee uncertainty around cultural norms and expectations in a work-from-home environment.
Code review: Code reviews are more difficult in a remote environment. Collaborative approaches such as “over the shoulder” reviews are not possible. Implementing a stringent process that forces code reviews to be completed through a specialized tool before new code can be committed to the codebase can become essential both for software quality and continued mentorship and skill growth for developers.
Tracking developer productivity: When it comes to individual performance management, it is important that employees know there is a clear process for tracking performance in an unbiased manner. Several companies that build automated tools based on monitoring codebase contributions have emerged. But tools may not be the only solution — they can be coupled with a thoughtful qualitative performance management process implemented by good managers. It is important to seek and incorporate feedback from employees during the implementation of any performance management tools as well as on an ongoing basis.
2. Professional development
The long-term success of a software company is predicated on the continued professional growth of its employees and their ability to feel like they are growing as part of a cohesive team. It is difficult to build and sustain a strong culture of professional development when teams are working apart. “Work from home” only renders the task more challenging. This challenge can be met by introducing two types of initiatives: structured events and organic events.
Implementing a set of structured events is straightforward. It involves setting up processes that enable frequent formal reviews as a way for employees to communicate feedback, investing in budgets to support virtual “lunch and learns” and end-of-sprint or release parties, as well as continued financial and logistical support for employees seeking to take outside courses.
If a company budgeted for these types of activities prior to the pandemic, that budget can remain in place and leadership can proactively support the continuation of these types of events. As an example, some organizations that have previously provided in-person training are now providing their employees with access to reputable online course catalogs.
Unstructured, organic interactions are more difficult to recreate. Some of the most valuable team building and learning moments occur at natural moments of “collision” that take place due to the physical proximity of employees in the office. One way to try to foster similar moments in a remote environment is to devote time and budget for informal lunches and coffee chats that employees can use as desired. From a culture perspective, it is important to encourage these interactions as valuable uses of time that are supported by senior leadership.
3. The physical environment
Finally, companies cannot forget about the physical work environment. Companies may need to financially support their employees in acquiring the basics: high-speed internet, quality desktop monitors, ergonomic keyboards and mice, a comfortable chair and a standing desk if desired. Employees cannot be productive and cannot sustain long-term work from home if they are uncomfortable and do not have the right tools.
Additionally, consider some of the morale-lifting perks that may have been available to employees at the office — whether it is snacks, happy hours, weekly group meals, gym amenities or access to recreational spaces. These are an often-overlooked booster of employee morale, productivity and sustainability. Consider devoting budget for employees to recreate some of these perks at home. While it may not be a deal breaker for employees in the near term, these kinds of benefits can engender long-term employee commitment.
Conclusion
COVID-19 has forced all software organizations to adopt remote working in full force. With senior executives reporting that some form of this remote environment is here to stay post-pandemic, companies must step away from a “let’s just get through these next few months” mentality and focus on fostering long-term sustainability for their employees.
Those that can do so successfully stand to gain from a productive and talented workforce. The risk of eschewing this investment is the gradual decrease in productivity and the associated risks around product quality and product delivery, as well as the loss of high-quality talent to other companies that can make appropriate changes.