By Dr Jing Du, Associate Professor and Senior Lecturer in Accounting and Finance
Department of Finance, University of Birmingham
The COVID-19 pandemic has reshaped the landscape of work, pushing businesses and employees to explore new ways of operating. It brought about an unprecedented disruption to traditional work patterns, forcing organisations and employees to embrace remote work on an extraordinary scale. Several high-profile companies, such as Google, Microsoft, and Salesforce, have announced plans to adopt flexible work arrangements even after the pandemic. A survey conducted by Gartner revealed that 82% of company leaders plan to allow remote work some of the time, while 47% intend to offer full-time remote positions.
As the world gradually emerges from the crisis, the question of whether workers should return to the office five days a week has become a topic of considerable discussion. Chancellor Jeremy Hunt’s suggestion that the default location for workers should be the office unless there are compelling reasons for remote work, has ignited the debate once again. Conversely, Andrew Mawson, founder of Advanced Workplace Associates, supports flexible working, arguing the Chancellor was “focussing on the wrong issue“.
Changing Work Patterns
The pandemic accelerated the adoption of remote work, revealing its potential benefits and challenges. Many workers have experienced increased autonomy, reduced commuting time, and improved work-life balance. A study published by the Parliamentary Office of Science and Technology found that remote workers experienced fewer distractions and achieved higher levels of output. Moreover, a survey conducted by FlexJobs revealed that 65% of respondents believed they were more productive working remotely due to fewer interruptions and the ability to customise their work environment.
The importance of employee wellbeing and satisfaction has become increasingly evident. A recent report by Gallup highlighted that employees who spent some time working remotely reported higher levels of engagement and wellbeing compared to those who solely worked in the office. Additionally, a study published in the Journal of Occupational and Environmental Medicine found that remote work was associated with reduced stress levels and improved work-life balance.
Ongoing advancements in digital technologies have made remote work more feasible and efficient. The rise of collaboration tools like Microsoft Teams and Zoom has revolutionised virtual communication and collaboration. These platforms enable seamless information sharing, real-time collaboration, and effective project management, bridging the physical gap between team members working remotely.
Businesses also witnessed a continuation of operations while maintaining productivity levels. A recent study by McKinsey & Company surveyed 800 executives across industries and found that 80% reported remote work as either somewhat or much more effective than before the pandemic. This highlights the growing recognition of the productivity and performance benefits associated with remote work arrangements. Furthermore, a study conducted by Stanford University found that remote workers experienced a 13% increase in performance compared to their office-based counterparts.
According to Global Workplace Analytics, businesses could save approximately $11,000 per year for each remote employee, primarily through reduced office space and utility expenses. In addition, this new working pattern is also helpful to retain some employees, especially young employees, who are ready to consider “job-hopping” because they are not suitable for the work needs of a “nine to five” role due to their personal circumstances. These positive outcomes have led to a shift in attitudes towards remote work, and a significant portion of employees have grown accustomed to the benefits of remote work and are now seeking a more hybrid work model that combines the best of both worlds.
Countries around the world have affirmative and supportive attitudes towards this remote work pattern. Facebook in the United States plans to complete the change of working pattern for half of its employees (about 5,000) in the next five to ten years. Finland has promulgated relevant laws that allow workers to choose their workplace for more than half of their working time. The Netherlands has also enacted laws on the right of workers to choose their workplace. German Minister of Labour and Social Security, Hubertus Heil, said that he plans to legislate on working from home. The UK also has plans for remote working legislation. According to a WeWork Japan survey, an increase in the number of people who say their jobs support hybrid work, from 48.6% in 2021 to 55.6% in 2022. This demonstrates that the new working pattern has become a global development trend.
Flexible Approaches: Balancing Needs and Priorities
Although research conducted during the pandemic has shown that remote workers can maintain or even increase their productivity levels due to less commuting time, reduced distractions, and personalised work environments tailored to the employees’ needs, it’s important to note that certain roles and industries may still require in-person collaboration, fostering creativity, and ensuring effective teamwork. For government staff, service industry workers and employees who work on large assembly lines, attendance at offices and workplaces to complete their work tasks is necessary.
Working in an office (workplace) can benefit employees with concentrated attention, effective communication, reduced time between procedures and processes, full use of office resources, improved work efficiency, and enhanced team spirit.
The future of work lies in adopting flexible approaches that accommodate the diverse needs and priorities of both employers and employees. Rather than enforcing a one-size-fits-all policy, organisations should consider implementing hybrid models that allow for a balance between office and remote work. This approach can leverage the advantages of both, promoting collaboration and innovation while providing employees with the flexibility they desire.
The views and opinions expressed in this article are those of the author and do not necessarily reflect the official policy or position of the University of Birmingham.