In the early days of the pandemic we were informed that the successful shift to remote working had yielded unexpected benefits in the form of increased productivity; now some business leaders say none of that was true and remote working is less productive. With employees still often reluctant to return to the office full time, can the right balance be achieved?
Is remote working working?
The onset of Covid-19 challenged the norms of the traditional workplace, says Luke Weaver of PepsiCo Ireland’s people team.
“Organisations found themselves at a crossroads – how could they provide an engaging and productive workplace while being mindful of the safety and challenges associates were facing outside of the workplace?” Weaver recalls.
Now, he says, we must firstly acknowledge the realities of organisations that operate in service-related and manufacturing industries where work-from-home is not an option.
‘A gas emergency would quickly turn into an electricity emergency. It is low-risk, but high-consequence’
The secret to cooking a delicious, fuss free Christmas turkey? You just need a little help
How LEO Digital for Business is helping to boost small business competitiveness
‘I have to believe that this situation is not forever’: stress mounts in homeless parents and children living in claustrophobic one-room accommodation
“Customers require products and services which are not always made or provided behind a computer screen at home,” he explains. “Remote work has been beneficial for our office-based staff as it forced us to think differently and provide a new set of offerings for our associates.”
Flexible working policies, whether entirely remote or hybrid, brought many benefits for businesses and employees, says David Burke, senior director in global talent acquisition and employer brand at Workhuman.
“Companies were able to cut costs on office space, utilities and on-site amenities, whilst employees could spend less on commuting, childcare, car maintenance and more,” he says. “However, these benefits can vary based on individual circumstances, such as home environment and personal preferences.
“Leaders conflate ‘flexibility’ with remote work but it is also about giving employees the license to be human, creating the schedule and structure that works best for them.”
Return to office
As the crisis of the pandemic has subsided, there has been a noticeable trend towards returning to the office, either in a full-time or hybrid capacity, with many companies still undecided about what their “forever policy” will be, says Burke.
“This shift is driven by both employers and employees, each with their own motivations,” he adds. “The common ground for both is the need to feel connected to colleagues, as well as not missing out on the spontaneous conversations and interactions that happen in person, which provides a fertile ground for innovation. Additionally, certain job functions and industries require on-site presence, making a full return necessary for operational efficiency.
“In Ireland, hybrid working models seem to be the most popular, with employees having greater autonomy to choose between working from home, the office or any other place, which can potentially increase productivity and better company outcomes.”
Change in working patterns
The current geopolitical and macroeconomic environment is driving employers to seek a return to office. However, employees are very much placing a flexible work model at the top of their benefits list and actively prioritising hybrid/remote roles over full-time, office-based roles, says Libby Kelly, sales and operations director at Cpl Recruitment Ireland, UK and Europe.
“From late 2022 to late 2023 there had been a drop of 23 per cent in those availing of hybrid working,” says Kelly. “This shows a shift in policies around hybrid working, with more people spending time in their physical place of work.
“The reality of hybrid working changes is also evident in respondents’ attitude to hybrid options – in 2022, 76 per cent of people stated they’d turn down a role which didn’t meet their flexible working needs; that’s now down to 60 per cent.”
Remote working for the future
Effective management practices play a critical role in determining how well remote work is implemented and how employees fare under such arrangements, says Burke.
“Additionally, an organisation is only as strong as its work culture,” he says. “To assemble and energise the workforce, organisations must prioritise the ‘human element’ of their business, recognising that productivity and efficiency come when employees are engaged, inspired and connected to their coworkers, regardless of the location they work from.”
Burke says investing in tools for virtual collaboration, offering flexible working hours, and prioritising employee mental health also often result in positive outcomes in terms of both productivity and overall wellbeing.
Conversely, organisations that fail to adapt their management practices to support remote and hybrid work can see negative impacts. Issues such as lack of clear boundaries between work and personal life, inadequate communication and insufficient support can lead to decreased productivity and increased stress and burnout among employees, he warns.