If you think back to the work you were doing last year, it probably feels miles away - and that’s great! As engineers, we’re continually building and creating great new stuff - it’s what we do.
There’s no arguing that building accessible websites is a force for good. Everyone, regardless of ability or disability, ought to have the right to participate on the web.
As leaders in technology, we’re problem-solvers. We’re practiced in having good answers, and we are often promoted based on our ability to provide the “right answers” - solutions to business problems. But what about asking the “right questions”?
In this session, we’ve assembled a group of engineering leaders who have had their working life affected by coronavirus. Attendees will have the opportunity to pre-submit questions to the panel to understand how this has changed the way they’re working, how they recommend making the switch, and how to mitigate the tensions that will initially occur.
Over 74% of engineering teams now have team members who work remotely. And while remote work has the potential to bring many benefits, it also has unique points of tension that, if handled incorrectly, can damage the health of your team.
At the core of an engineering managers’ role is the responsibility to ensure the happiness of your teams. As a leader, you’re expected to shield your teams from outside noise and create a stable environment for work - but what happens when there are situations too big for you to resolve?
As unprecedented situations occur, as a company it is your duty to ensure the safety of your employees. As such, you've made the decision to work remotely; you've made sure everyone's safe and that they can connect to your systems. Their Instant Bloomberg (IB) dots are green.
In January, news reports began to emerge of Coronavirus. The news was shocking, upsetting, and evidently very serious. But while we watched the news anxiously, we were still weeks away from understanding just how frightening the chain of events would be, and how they would impact our working lives.
The COVID-19 pandemic has probably made many of us view our Business Continuity Management approach quite differently to how we might have 6 months ago.