Business
Back-to-office orders have become common. Enforcement not so much
Since Cynthia Clemons’ employer announced last month that she was required to be in the office two days each week, the switch from remote work hasn’t been smooth.
The self-described extrovert, who works as an organizer for the nonprofit Abundant Housing LA, said she so far hasn’t “gotten into a rhythm of being productive at a desk again.”
“I feel like I’m back in grade school and being forced to sit down and do my homework,” she said. “Maybe it’s a matter of getting used to it.”
More than four years after the COVID-19 pandemic scrambled work culture by closing offices and forcing people to work from home, friction between bosses and their employees over the terms of their return shows no signs of abating.
About 80% of organizations have put in place return-to-office policies, but in a sign that many managers are reluctant to clamp down on the flexibility employees have become accustomed to, only 17% of those organizations actively enforce their policies, according to recent research by real estate brokerage CBRE.
“Some organizations out there have ‘mandated’ something, but if most of your organization is not following that mandate, then there is not too much you can do to enforce it,” said Julie Whelan, head of research into workplace trends for CBRE.
So, for many employers, setting rules for how often workers must come to the office has turned into a tricky search for a Goldilocks formula that will keep both bosses and workers reasonably happy — or at least not in open conflict. Managers may yearn for the days when daily attendance was a given, but their employees have moved on to a new normal and appear to be in no mood to go back.
The tension “is due to the fact that we have changed since we all went to our separate corners and then came back” from pandemic-imposed office exile, said Elizabeth Brink, a workplace expert at architecture firm Gensler. “It’s fair to say that we have different needs now.”
A disconnect persists between employer expectations for office attendance and employee behavior, CBRE found. Sixty percent of leaders surveyed said they want their employees in the office three or more days a week, while only 51% reported that employees work in the office at that frequency.
Conversely, 37% of employees show up one or two days a week, yet only 17% of employers are satisfied with that attendance.
CBRE surveyed 225 corporate real estate executives who oversee portfolios of office buildings to analyze trends among occupants seeking to implement hybrid work models.
As employers struggle to get their employees back in person, they also are also calculating whether to shed office space to cut down on rent, typically the largest cost of operating a business after payroll. Some employers are eliminating personal desks in favor of unassigned work stations that can be occupied as needed, allowing businesses to shrink their office footprints.
Such downsizing has contributed to widespread office vacancies in some urban centers including downtown Los Angeles, where overall vacancy is more than 30%, according to CBRE.
In efforts to raise attendance, companies are experimenting with carrots and sticks, trying to make the office a more appealing place to visit while testing methods to enforce in-office policies.
At Los Angeles financial services firm Wedbush Securities, most employees are expected to be in the office one-third of the days of the month while working remotely the rest of the time. The reduction in required time on-site has allowed the firm to cut its office footprint dramatically from more than 100,000 square feet in downtown L.A. to 20,000 square feet in an ongoing move to new quarters in Pasadena.
President Gary Wedbush is depending on supervisors “to keep their teams honest” about how often they show up at work, he said, but some compliance measures may be coming.
“There definitely needs to be some type of enforcement function,” he said, though the firm hasn’t settled on one yet. Among the options are tracking security badge swipes or checking where company laptops are plugged in during the day.
Attendance will also be “an important factor” in performance evaluations, Wedbush said. “We need to have colleagues be together to collaborate, because we definitely think that’s going to support and continue to improve our client experience. We feel very strongly about that.”
Employees at the DTLA Alliance business improvement district in downtown Los Angeles do not have to follow a formal or enforced attendance policy, Executive Vice President Nick Griffin said, but “the expectation is you should default to working in the office unless there is a good reason otherwise.”
“I personally prefer being in the office, to be close to my team and to be able to chat through things at the drop of a hat,” he said. “That’s very valuable to me.”
Flexibility is helpful to employees, though, he said. Some of Griffin’s staff work from home now and then, and he highlighted an employee with a small child who lives far from the office who is allowed to work remotely most of the time while being “among the most productive members of our team.”
“One of the things that we have found is that good employees are good employees, whether they’re in the office or remote, and mediocre employers are mediocre, whether they’re chained to their desk or not.”
The DTLA Alliance’s accommodation of the employee with a young child and a long commute reflects the challenge bosses have in meeting the desires of employees in different stages of their lives and careers as companies move past one-size-fits-all attendance policies.
Younger people may value the freedom to get their work done around going to the gym or meeting with friends, while an older employee might be juggling commuting to the office with child care or elder care, Whelan said.
“First of all, regardless of generation, from baby boomers down to Gen Z, flexibility is important,” Whelan said. “Nobody wants to be told anymore that there’s one place they need to be from eight to six, five days a week.”
An employee works in a common space at the Los Angeles offices of ChowNow, an online food-ordering platform.
(Dania Maxwell / Los Angeles Times)
Bosses, meanwhile, see value in having people of all experience levels in the office to build a corporate culture and shared sense of mission.
“The crux of this challenge is keeping people at younger stages engaged and feeling like they’re part of something bigger, and that they’re getting that knowledge-sharing and mentorship they need to really further their career,” Whelan said. “The younger generation needs the older generation to be there to pass down that knowledge.”
Being in the office can boost employees’ mental health, Brink said, especially if it has a variety of work spaces that allow staff to both collaborate and work privately.
“One of the reasons people do want to come in to the office is to connect with one another,” she said, “because it’s been really challenging for many people to be so isolated.”
Free food and drinks, comfortable furniture, and communal work tables can be draws, Brink said. Some newer offices have library-type spaces designated as quiet zones, where cellphones and conversations are not allowed.
“That can be really helpful for people who need that intense focus,” she said.
Offices will remain “a very core piece of organizational culture” in the years ahead, Whelan said, but how often employees will be required to be there is far from settled.
“I do believe that it will take a generational change in management before this story is really fully told,” she said. Future generations of leadership may decide to vary in-office requirements depending on the goals of their organizations at particular points in time.
“It will become less of a conversation of how many days of the week and more of a conversation about, are the things that I’m supposed to be accomplishing with my team together being accomplished?”
Business
Walmart’s EV chargers are coming to California with discounts for members
Walmart is rapidly expanding its network of electric vehicle chargers designed for customers to use while they shop.
The network could help fill gaps in EV infrastructure in states with greater need for chargers. Walmart, which has more than 5,000 locations in the U.S. and hundreds in California, says more than 90% of Americans live within 10 miles of one of its stores.
The chargers also offer an incentive for customers to choose Walmart — Walmart Plus members will receive a 10% discount off an average price of $0.46 per kilowatt-hour of energy at the company’s chargers.
Walmart chargers are already available at more than 75 locations in 17 states, with Texas boasting the most charging stations, followed by Florida and Arizona.
Matthew Nelson, Walmart’s director of energy policy, said last week on LinkedIn that the network will soon reach 29 states, including California.
“We are delivering on the promise of affordable, reliable and convenient charging,” Nelson said in his post.
According to Walmart’s website, six charging stations are coming to California soon, though the company did not offer a specific timeline.
The chargers will be installed at stores in Antelope, Brea, Fresno, Stockton, Suisun City and Vallejo.
Most charging sites in California will include eight to 16 fast-charging stalls, said Walmart spokesperson Kelsey Bohl.
The company first announced plans in April 2023 to install its own EV chargers at Walmart and Sam’s Club stores, with a goal of installing thousands of chargers by 2030. Partnering with ABB E-Mobility and Alpitronic, it added 25 new charging sites this past May and six more in June.
“Walmart is building a leading retail-integrated EV fast-charging network, focused on delivering an affordable, reliable and convenient charging experience where customers already shop,” Bohl said in an emailed statement. “Customers can charge while they shop, access stations through the Walmart app they already use, and benefit from affordable pricing.”
The charging stations already available include 612 individual charging stalls using 400-kilowatt chargers. Each stall has a dual charging cord with both Combined Charging System and North American Charging Standard connectors. The standard connectors, designed by Tesla, are smaller and lighter than the combined systems.
The primary way to pay for the chargers is through the Walmart app, but the company is also experimenting with built-in credit card readers to allow those without the app to use the stations.
Customers can check charger availability on the Walmart app. The company said the chargers will be available 24 hours a day.
Business
Waymo reports teen riders for bad behavior and delivers them to the police
Robotaxis could be turning into robocops.
A self-driving Waymo reported two teens to San Mateo, Calif., police on Monday after they were found drinking alcohol and shooting toy guns in the back of the vehicle.
According to a social media post from the San Mateo Police Department, officers detained two 15-year-olds after the Waymo they were riding in contacted the department and stopped in a parking lot until law enforcement arrived.
“Parents do you know where your teens are?” the San Mateo Police Department wrote on Facebook following the incident. “Waymo does!”
Officers removed both teens from the vehicle and determined they were using toy guns to shoot Orbeez out the windows. Orbeez are small, water-absorbing beads sold at toy stores.
“Toy guns, water guns, and BB guns all pose real dangers, especially to an untrained eye,” the Police Department said. “The simple handling of them can cause fear in [passersby].” “
A video posted on Facebook shows at least five officers and a police dog responding to the scene and approaching the Waymo with their weapons raised.
Waymo did not immediately respond to a request for comment.
Waymo vehicles have internal cameras and microphones that may be used in an emergency or to “promote safety and security,” according to Waymo’s online support page.
The cameras are also used to ensure the vehicles are clean and to help find lost items, according to the support page.
The company said it does not use facial recognition or other biometric identification technologies to identify individuals.
“In more urgent circumstances, support may access live video during a trip,” the Waymo page said.
The San Mateo Police Department’s Facebook post has garnered nearly 60 comments, with one user accusing Waymo of “snitching.”
“At least they got a designated driver?!” one user commented.
Business
Commentary: How right-wing anti-transgender attacks led to a Supreme Court ruling upholding sex discrimination
At the Supreme Court, the unfounded fear of boys masquerading as girls in youth sports rolled the clock back on gender equality.
On the surface, the Supreme Court’s June 30 opinion upholding state laws barring transgender girls from women’s and girl’s sports teams looks like a victory for women’s rights.
The 6-3 opinion by Justice Brett M. Kavanaugh certainly presents itself that way. “Females and males have inherent physical differences relevant to athletic performance,” Kavanaugh wrote. “Therefore, in contact sports, forcing female athletes to compete against males can create significant safety risks.” He also asserted that “forcing female athletes to compete against males can undermine competitive fairness.”
The ruling applied to prohibitions enacted in Idaho and West Virginia against “biological” males’ participation on women’s teams in public schools. Federal judges in both states overturned the bans. The Supreme Court majority restored them. The ruling essentially upholds similar bans enacted in 25 other states.
There was no record of any transgender person participating in school sports in the State, let alone any ‘problem’ with transgender students … creating unfair competition or unsafe conditions.
— Justice Sonia Sotomayor, demolishing the Supreme Court’s argument in favor of banning transgender girls from girl’s sports
Kavanaugh, like Donald Trump and others in the anti-transgender camp, maintained that one’s gender is an immutable fact of life, established even before birth.
Anything else, Trump stated in an executive order he issued on inauguration day 2025, could only be the product of “gender ideology extremism.” The U.S., his order stated, recognizes “two sexes, male and female. These sexes are not changeable and are grounded in fundamental and incontrovertible reality.” That’s a “biological truth,” he declared.
In his own version of this overconfident and factually insupportable conclusion, Kavanaugh wrote: “As all agree, females and males have inherent physical differences relevant to athletic performance.”
Science recognizes that some people are “born with sex traits that don’t fit into typical male or female patterns,” to cite a discussion on the Cleveland Clinic web page on the topic “intersex.” The condition “may involve chromosomes, hormones, reproductive organs or genitals.”
From a psychological standpoint, medical science recognizes “gender dysphoria” as a real condition often requiring counseling and medical intervention such as the use of puberty blockers and hormones to stave off the development of secondary sex characteristics until the condition can be resolved.
No one disputes that there are physical differences between the sexes. Few would dispute that on average or even at the median, males may be bigger and more powerful than females, or that in certain contact sports the difference may be telling and on occasion dangerous.
But that’s not the same as asserting that the physical differences between males and females invariably mean that men will invariably prevail over women in all competitions or that their participation will endanger women.
The International Olympic Committee — in a policy statement Kavanaugh cited incompletely — says that in “most running and swimming events,” males have a 10% to 12% advantage over women. That’s a range that would accommodate the full spectrum of outcomes — transgender females win, cisfemales win, they tie. (The “cis” prefix denotes those living consistent with their birth gender.)
West Virginia and Idaho addressed this ambiguity by banning transgender women from all girls’ teams. So under their rules transgender girls can’t play football or soccer with cisgirls. But what’s the argument in favor of banning them from the 100-yard dash, or cross-country track, or diving, or archery?
But something else is going on here. The Supreme Court’s ruling was almost preordained, given the years-long campaign by conservatives to demonize transgender individuals as if they’re members of an alien species.
It will be recalled that during his presidential campaign, Trump spun a despicable fantasy in which children were kidnapped in school and secretly subjected to sex-change operations.
Trump’s executive order wiped out policies aimed at protecting transgender adults from discrimination. He moved to outlaw gender-affirming medical therapies for anyone under 19 by cutting off federal funding for healthcare institutions that provide such care.
He banned transgender individuals from serving in the military and ordered federal prison officials to move transgender inmates into the general populations consistent with their birth genders, which exposes them to physical assault. (Federal Judge Royce Lamberth of Washington, D.C., has blocked the government from transferring three transgender women into the male prison population or terminating their hormone treatments.)
I wrote during Trump’s first term, when his anti-transgender policies were still gestating, that the goal was to show that “one can target any community, as long as it doesn’t have a strong political voice or political power. These are the actions of bullies and cowards, pretending to be strong.”
Last year, the Supreme Court struck its first blow against transgender rights by upholding a Tennessee law banning transgender care, including puberty blockers and hormone therapy, for minors. Similar laws have been enacted in 25 other states. The majority in that ruling by Chief Justice John G. Roberts Jr. was identical to the one in the June 30 ruling — Roberts, Kavanaugh, and Justices Clarence Thomas, Samuel A. Alito Jr., Neil M. Gorsuch and Amy Coney Barrett.
Who are the targets of this ideological campaign? They number only about 1.6 million U.S. adults, or one-half of 1% of the U.S. population. About 300,000 adolescents ages 13 to 17, or 1.4%, identify as transgender, according to a study by UCLA School of Law.
In West Virginia, as Justice Sonia Sotomayor observed in her dissenting opinion, “there was no record of any transgender person participating in school sports in the State, let along any ‘problem’ with transgender students … creating unfair competition or unsafe conditions.”
In endorsing the flat bans directed at transgender women in Idaho and West Virginia, Kavanaugh argued that any attempt to implement case-by-case judgments of students’ requests to join sports teams inconsistent with their biological gender would create “an enormous practical and administrability problem.”
Is that so? That wasn’t the case in Maine, where the annual K-12 population is more than 170,000. There, a committee was charged with determining whether a student’s participation in a sport consistent with their gender identity but inconsistent with their biological sex would “result in an unfair athletic advantage” or present a risk of injury to others. The committee held 56 hearings from 2013 through 2021, or an average of seven per year. During the entire time span, only four involved transgender girls. (The outcome of those hearings couldn’t be learned.)
It was Maine’s policy, one might recall, that provoked a confrontation between Trump and Maine Gov. Janet Mills at the White House last year, when Trump threatened to withhold federal funding from the state unless it barred transgender students from competing on women’s sports teams. “We’ll see you in court,” Mills snapped.
Whether the Idaho and West Virginia laws genuinely protect girls from unfair competition is questionable. (The Idaho law is styled the “Fairness in Women’s Sports Act.”) In practice, the laws may subject women in public schools to “invasive sex verification procedures,” as educational expert George Theoharis of Syracuse University wrote after the court ruling.
They’re also based on a retrograde view of women as fragile creatures needing men’s protection, Theoharis wrote — “the same logic that has historically been used to justify excluding women from making their own healthcare decisions and girls from rigorous math and science; that physically demanding work is simply beyond them.” (There don’t appear to be any state laws barring transgender women from competing in men’s sports.)
Becky Pepper-Jackson, the plaintiff in the West Virginia case, in which she is identified only as B.P.J., is the only transgender girl who sought to join girl’s teams — track and cross-country — in the state. That was in 2021, just after West Virginia passed its law and she was about to enter sixth grade. She didn’t appear to pose any competitive risk to others on the track and cross-country teams she applied to join — her lawyers told the Supreme Court that on those no-cut teams, she “came in near the back.”
Anyway, she had not gone through male puberty, which theoretically might have endowed her with a competitive advantage, because she had been taking puberty blockers and female hormones.
Thanks to the court’s ruling, Sotomayor observed in a dissent joined by Justices Elena Kagan and Ketanji Brown Jackson, West Virginia can deny Becky access to school sports “because it thinks they have an inherent athletic advantage, even if the facts show that they do not.”
B.P.J., Sotomayor wrote, “cannot practice on girls’ teams, even if she would not take anyone’s spot in an eventual competition, even if everyone who tries out for the team makes it, and even if having the chance to participate could aid immensely in treating B. P. J.’s gender dysphoria.”
So whose interest was really protected by the Supreme Court?
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