Coffee Badging: What Is It? The New Workplace Trend That’s All the Talk

The work economy has seen a substantial change since the COVID-19 epidemic. Millions of workers worldwide now regard remote work to be the new standard, having previously been seen as a benefit for a privileged few. This transition has affected not only where and how we work, but it has also spurred a wider discussion about the nature of work in the future and the need of flexibility in the contemporary workplace.

Frank Weishaupt, the CEO of Boston-based Owl Labs, a manufacturer of video conferencing technology, is one business leading the charge in this transition. Weishaupt deviates from conventional workplace regulations in his approach to remote labor. He strongly encourages his staff to design their own timetables, even if it means accepting the idea of “coffee badging.”

“Coffee badging” is the practice of showing up for a small period of time at one’s actual place of employment, usually simply to be seen or recognized by coworkers or superiors, and then swiftly departing to work remotely from a different location, such home or a coffee shop. According to Weishaupt, this strategy fosters employee engagement and productivity, which in turn creates a happier workplace.

Weishaupt emphasized in an interview with CNBC Make It that “we hire people to do a job.” I don’t employ individuals to observe them at work.

He continued by saying that while he values workplace interaction when it happens, it should be “organic.”

Research demonstrating the positive effects of flexible working hours on morale and productivity lends credence to this idea. According to a 2021 Gartner poll, 43% of participants felt more productive when they had flexible schedules.

Although Weishaupt recognizes the importance of the job, he feels that it is archaic to have to report on this certain day at this specific hour and have to leave no earlier than this time.

There have been some issues with the shift to remote work, however. Many businesses have found it difficult to adjust to this new style of working, particularly those in sectors that have historically relied on face-to-face communication. Concerns around employee activity tracking and fostering a feeling of community and cooperation among remote teams have been voiced by a few businesses.

Bosses who may be conflicted should follow Weishaupt’s advice: follow your gut and act in the best interests of your particular workplace.

Although the office serves a function, he argues that it is mostly task-based.

He made it clear that on Wednesday morning at the workplace, he would be there for any meetings that called for his presence in person. And if he wants to stay in the workplace for the remainder of the day, he will finish his assignment. But if he wanted to do it someplace else, he should be given that choice.