Sometimes, a Policy Change Is Just a Policy Change – Even at Yahoo

Sometimes a cigar is just a cigar, and sometimes, a policy change is just a policy change. And to attribute larger societal meaning is misguided and, well, you know, not smart.

Ending telecommuting at Yahoo isn’t a new skirmish in the “mommy wars” as USA Today proclaims.

Ending telecommuting at Yahoo isn’t a frontal attack on GenX and GenY as countless bloggers are screaming.

Ending telecommuting at Yahoo isn’t a stake in the heart of workplace flexibility as SHRM believes.

It’s about turning around a business

Ending telecommuting at Yahoo is a bold decision by a bold CEO trying to turn her business around.

I’m a business leader. I get it.

I get it that when you’re turning around a business you frequently have to make decisions that are unpopular.

I get it that when you make decisions to support your strategic plan others will assign meaning that was never meant.

I get it that you may have to make decisions that will change the culture in big ways.

I get the stress you feel when you decide to that cultural change is required and that decision will potentially put good people at risk.

I’m a business leader. I get it.

Turning around a business isn’t for sissies of either sex. Ask Carly Fiorina and Mark Hurd and Meg Whitman.

Why is HR so wound-up over this?

The current brouhaha over Yahoo’s decision to bring the field back home and end telecommuting is out of control. The HR community, in particular, is totally wound around the crankshaft over this decision. The cries of “foul!” are everywhere in the Twitterverse, the Blogosphere, old media and new media, radio and television.

And I understand the concern, although some of the hysteria is a little hard to take. Workflex, as SHRM and the Families and Work Institute call it, is a boon for working mothers and fathers, a requirement – we’re told – for hiring and retaining GenX and GenY, and a central plank in improving engagement. Their data is solid. I get it.

Except when it isn’t working.

Except when management has lost line of sight into employee productivity. Except when the culture of work and communication has gotten inefficient and lost its discipline and rigor. Except when out of sight truly is out of mind.

I give Yahoo CEO Marissa Mayer and her new EVP for People and Development Jackie Reses big time credit for stepping up to the plate and swinging for the fences. I saw the memo. It said that the time for focusing on speed, communication, collaboration and quality is at hand. And in the CEO’s judgment, that means being physically together in hallways, work spaces and cafeterias.

They’re turning a business around, people! And that’s intense work. It requires all hands on deck.

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Change calls for doing things differently

I think Mayer and Reses want – and need – to harness the talent in Yahoo! in ways that keep the focus and intensity high. In an environment where leaders can be hands-on and where communication isn’t delayed one second by distance and physical separation.

Say what you will about the value of engaging your workforce by allowing flexible work arrangements, but doing things the way you’ve always done them and expecting a different outcome is, well, you know, not smart. And no one ever called Marissa Mayer that.

Saving a business isn’t about comfort and preferences. It’s about rolling up sleeves and doing whatever it takes to emerge triumphant. And if that means some long-term, previously engaged colleagues decide that the new requirements don’t fit their lifestyle, then they’ll make other plans.

That’s tough, for sure. But it’s how things work sometimes. Everyone has choices to make and consequences to manage. I think Mayer is making tough choices and I think she’s prepared for the consequences.

Do you get it?

Is this a referendum on workflex? No

Is this an assault on working parents? No

Is Mayer betraying her gender and her generation? No

Will this change the talent management landscape overnight and around the world? No

Is this one CEO and CHRO working together to change a culture’s priorities and save a business? Yes

I get it. So should you.

This originally appeared on China Gorman’s blog at

China Gorman is a successful global business executive in the competitive Human Capital Management (HCM) sector. She is a sought-after consultant, speaker and writer bringing the CEO perspective to the challenges of building cultures of humanity for top performance and innovation, and strengthening the business impact of Human Resources.

Well known for her tenure as CEO of the Great Place to Work Institute, COO and interim CEO of the Society for Human Resource Management (SHRM), and President of Lee Hecht Harrison, China works with HCM organizations all over the world to enhance their brands and their go-to-market strategies. Additionally, she serves on the Executive Committee of the Board of Jobs for America’s Graduates as well as the Advisory Boards of Elevated Careers, the Workforce Institute at Kronos, and WorldBlu. Addtionally, she chairs the Globoforce WorkHuman Advisory Board and the Universum North America Board. China is the author of the popular blog Data Point Tuesday, and is published and frequently quoted in media properties like Fortune, TLNT, Huffington Post, Inc., Fast Company, U.S. News & World Report and many others.


5 Comments on “Sometimes, a Policy Change Is Just a Policy Change – Even at Yahoo

  1. I agree 100% with you, China. This is a good business decision designed to help Yahoo! turn their business around and become relevant again. Mayer is proving to be an outstanding CEO and I am enjoying watching her rebuild the company.

    The way the HR community is reacting (and over-reacting) is embarrassing, in my opinion, and reinforces the low opinion management has about HR.

    If the affected Yahoo! workflex employees are as excellent and productive as claimed, they should have no problem quickly finding another job with a tech company who will allow them to work from home.

  2. I also agree. Yahoo’s back is against the wall, Either Mayer is going to turn it around or the shareholders are looking at a firesale. This is Yahoo’s last stand. It is damnably hard to change culture when everyone is is front of you, let alone scattered hell to breakfast. That said, how this was handled was sub-par in my evaluation. The optics on this are bad relative to Mayer’s custom build nursery next to her office, but the Board knew she was pregnant when they hired her, so what else did they expect? I applaud her for doing this, and hope for Yahoo shareholders she pulls it off. And to my fellow HR practitioners, settle down and quit looking like you don’t know a damn thing about business; it does not advance our profession.

  3. “decisions that are unpopular”.

    A decision; it’s not about being popular or unpopular, it’s about being accepted
    or not that will or won’t help to conduct the change.

    It’s about Mayer’s abilities to “sell” this decision to involve and engage people in her transformation strategy.

  4. China —- this is an awesome post!
    It is disappointing that some in HR cannot get past the surface issue and see/understand the much more important business issues. Their not seeing the big picture shows it’s really true that HR lacks business acumen.
    Mayer cares deeply about the quality of employees hired. Why else would she be interviewing candidates????? Not what a CEO would do in a well-operating company.
    But Yahoo is not operating well.
    There are much deeper issues than telecommuting. I predict this is not the end. I see major changes coming at Yahoo.
    Mayer is one gutsy lady and I salute her!!

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