We will all have worked from home at some stage in our career and there are many now that have integrated this into their working model. However, the debate remains about how effective this is for career progression and how working models are more critical than in previous times when it comes to attracting and retaining talent.
The pivoting of business models because of pandemic restrictions saw employers and employees flexing to work-from-home models to allow business continuity. I recall that a number of these situations were far from perfect for the employees. For instance, not everyone had a designated space at home that could be used as an ‘office’.
Of course, travel costs to and from a workplace were removed and employees were able to use time that would have been spent (lost) commuting.
But other things unfolded too as the pandemic restrictions continued. Some people chose to relocate during this period which in effect meant they were never going to be able to work five days per week from their previous office. Moreover, people took up new pastimes, notably many brought pets, effectively redefining their work-life model.
Undoubtedly the practical issues along with the psychological shock of a pandemic have created a new lens by which job opportunities and workplace cultures are evaluated.
There have not been comprehensive studies about how productivity has been impacted by a significant move away from the historic office-based employment model, although in our sector, one particular role type appears to have made the case that home-working fits well with the demands of their job: underwriting.
Recruitment of underwriters has highlighted the balancing act for employers; the talent pool employers can access when dictating an office-based-only model is limited to those within a commuting range from the office. In addition, it is now increasingly restricted further by the fact that employees are more discerning than ever about finding the working model that suits their circumstance, whereas talent pools are larger when looking further afield than the geographical reach of their offices with a hybrid/remote model.
Beyond having a wider talent pool the benefits of remote and hybrid working for organisations can include increased staff wellbeing and thereby retention, reduced overhead costs, reduced sickness absence levels, productivity gains and a more efficient allocation of labour. However, this takes employer and employees into a largely unchartered territory of considering matters like employee engagement, communication & collaboration, and building & maintaining company culture.
Employers want their employees to engage with the business and know there’s benefit in developing knowledge and skills from working alongside colleagues, and thus with both attracting and retaining employees in mind they need to keep developing strategies for how those working remotely can thrive.
Management of field-based sales distribution workforces offers obvious insights into the importance of having clear goals, expectations and desired outcomes. These are supported by regular team engagement and alignment to company goals and, less noticeably, respecting the fact that each BDM will have subtle differences in their home life and there will be variances in when people work at their best.
Trust needs to underpin more detached relationships and at the heart of this is focussing on deliverables and results – and not by creating a surveillance culture.
When employees feel trusted they give their best and productivity improves when flexibility is prioritised. So when measuring return of investment companies feeling the pressure to spread their office costs by mandating a return to the office have to interrogate if this is worth the potential drop in morale, the loss of top talent who crave flexibility, or the impact on productivity that can come with a one-size-fits-all approach.
It has emerged that money isn’t any longer the leverage that matters most and while people will not necessarily move on the same money for a working model that suits them better, they are far more inclined to trade salary uplifts to find the solution that works best for their situation and the employer that allows them to feel trusted and respected for their professional skills and ability.
Of course, any employee who wants the flexibility of more time working from home needs to have their eyes wide open to how much home working may impact the ability to build healthy internal networks and allyship. Moreover, how this may disadvantage their career progression which will create ongoing employee relations challenges for firms. Of course, performance and output matter, but there is an ongoing challenge with aligning the focus of those who spend more time than others away from the office.
