With the pandemic firmly in our collective rear-view mirror as we confront the more immediate issue of a generalise market downturn, the balance of power has firmly shifted in favour of employers. And with it, comes a renewed debate on the place and utility of remote working.
Escalating tension between employers and employees.
Leadership teams are increasingly keen on getting more people back in the office citing company culture and team spirit as core reasons. As a result, where the average number of mandatory in-office days used to be two out of five, it has recently crept up to three. In fact, Nike has reportedly upped its return to work policy from three days to four. Undeniably, remote work offers its advantages, from the comfort of attending meetings in one’s PJs to escaping the daily commute grind. However, a recent working paper from the Stanford Institute for Economic Policy Research suggests that employees who work entirely from home are less creative and less productive, receive less feedback and spend more time coordinating. As a result, they work longer hours to keep up with their in-office peers.
The demand for remote roles persists
None the less, the demand for fully remote roles persists. Added to this, technological advances and faster internet connections have made remote work inevitable. In fact, the share of people working from home at least some of the time has been increasing steadily over the years. The pandemic has only accelerated this trend, fast-forwarding the remote-work revolution by about 35 years. Moreover, remote work has benefitted some employers by reducing rent and utility costs as well as providing new opportunities for attracting talent from diverse geographical locations.
Whether we like it or not, remote work is likely here to stay and will continue to see more adoption in the future. This raises the question of how to mitigate its downsides and improve remote work experiences for employees.
Finding balance with Hybrid models
The upside is that many of the disadvantages associated with remote working do not apply to hybrid working models. Alternating days in the office with days at home has been associated with productivity gains. It allows individuals to enjoy the benefits of face-to-face collaboration while still relishing the flexibility and comfort of remote work. Striking the right balance between office and home workdays could be the key to unlocking a more harmonious and productive work environment. But, like most technology-fuelled advancements, it will not be without its downsides.
A unique opportunity
Amidst this ongoing debate, corporate leaders have a unique opportunity to both explore the possibilities offered and the challenges posed by hybrid, blended and flexible work arrangements. The way we work has fundamentally changed and it would be prudent for employers to keep in mind that the dynamic between employees and employers is constantly evolving. Attempting to compel employees to return to the office full-time might not yield the desired results over the long term. Time might be better spent addressing the downsides associated with remote work and creating a supportive and inclusive work culture. Ultimately, the future of work lies in striking a delicate balance that acknowledges the diverse needs and preferences of employees while aligning with the organisation’s goals. This, however, is a feat that is easier said than done.
About the Author
Caroline is founder and MD of Career Moves Group. In addition to leading the company and its divisions, Caroline still actively recruits across senior and executive level HR positions within FMCG, retail, tech, telecoms, marketing, creative, event and media owning organisations.
With her extensive network and experience developed over nearly 30 years, stays ahead of the competition and is front of mind for clients and candidates alike.
