What do employees really think of remote work?

Although remote working existed prior to Covid-19, it was not a common occurrence. Before the pandemic it is estimated only 2.9% of employees globally were working exclusively or mainly from their home. However, when restrictions were introduced, things changed dramatically. For example, in Australia, remote working in December 2020 increased by 15% when compared to in March 2020, whilst in the UK, April 2020 saw a 18% increase on remote working prior to the pandemic (OECD, 2021).

The pandemic forced a completely new way of working upon millions of people, with the change happening at an unprecedented speed. This rapid and sudden shift created a variety of challenges and problems, many of which employers are still grappling with. In order to find a way forwards and establish a healthy working culture in today's hybrid world, understanding individuals' experiences and perspectives is crucial.

Our data (collected July 2022; n=130) suggests that employees have enjoyed a variety of aspects of remote working; most notably not having the daily commute (68%), being able to spend more time with their loved ones (44%) and financial savings (35%). These are just a few of the reasons many employees have continued to work remotely, with a staggering 91% of respondents now working remotely in some capacity (i.e. hybrid working or 100% remote-work) and 98% preferring some degree of remote work!

(Above) Percentage of respondents highlighting the above factors as strengths of remote work (n=130). 'Other' responses highlighted strengths such as 'access to preferred food', 'can manage time better throughout the day', 'private bathroom', 'ability to walk my dog', 'better work-life balance on work/personal responsibilities', 'I can choose where I work' and 'flexibility and freedom over hours'.

There is a common misconception that remote working should be just like office working, but in a home setting. This is not the case. They are separate and unique, both with their own benefits and drawbacks.

For organisations, there are some clear advantages to remote work, such as saving money on office spaces. In addition, all age groups across the workforce have been reporting a significant increase in productivity and workload management when working remotely compared to in the office (+8%; n=77).

(Above) Average scores (out of 8) for productivity and being able to manage workload when in the office versus when working remotely (n=77).

Other research supports this: a study of 1,600 workers at Trip.com not only showed that working from home is good for performance (and that those working at home were in fact more efficient than those in the office as they worked slightly fewer hours across the week), but that it lowered attrition rates by a third. However, there are downsides too, one of which being it makes it more difficult for employees to build connections and communicate clearly with their teams.

The literature also supports the idea that different age groups, or people at different stages in their career, might present with different needs (CIPD Research report, 2015; 'How to Manage the 5 Generations in the Workplace'). Our respondents reported an average score of 5.7 out of 8 in relation to their view that having the option to work remotely is a necessity. However, this preference was significantly stronger in older millennials: almost 3x more 35–44-year-olds reported remote work as being important than under 35s. This could be for several reasons. For example, this age group also reported living with significantly more children (aged 0-18 years) than other groups and rated the ‘flexibility with caring responsibilities’ when working remotely as significantly more important. Together, these findings suggest there are groups of the workforce whose views towards remote work are at least partly driven by family life.

The younger generations – Gen Z and younger millennials (26 – 34 years) – reported a significantly greater worry that working remotely might inhibit opportunities that would help them develop their broader career skills, compared to Gen X employees (figure below). These generations, who have just started their careers, appear to be hungry to learn and focus on their own personal growth. Addressing this issue could significantly improve the remote working experience for younger generations, but any targeted strategy may not be as impactful on older generations.

(Above) Number of employees scoring >=6 / 8 on 'office-based work helps me develop broader career skills that wouldn’t be developed remotely' (n=109).

Working remotely clearly has its advantages, but these are not without limitations, and they are not universal to all. Employees at different stages of their career and their life have different priorities when it comes to work that may impact their preferences and experiences. People who are trying to develop their careers may want more support and guidance, whilst people who are balancing family lives may value more flexibility, and these requirements are subject to perpetual change. As such, there is no 'one-size-fits-all' answer to how we 'should' work moving forwards. Instead, it is up to leaders to listen to their employees and make strategic decisions accordingly. After all...

• Listen to the challenges your employees are facing and try to understand their perspectives. We have seen in multiple datasets that leaders from different generations provide distinct leadership styles that map onto the primary needs of that generation. Senior leadership teams have more age diversity than ever before, which allows greater challenge and problem-solving abilities. Among these leadership teams will be individuals who identify with the various pros and cons relating to remote work outlined here. By listening to these different voices, you assist in the the open-mindedness required to propel the world of work forwards.
• Encourage your teams to be open and receptive to different needs and preferences. We reported that younger generations show a desire to benefit from further career guidance, support and time to talk about their future – a prime opportunity for mentorship! At the same time, other groups are striving for a level of work-life balance that enables them to optimise productivity whilst looking after their families. It is also important to remember that these needs don’t necessarily map cleanly onto different generations, so each employee should be given the opportunity to share their views and be heard.
• Consider as an organisation why the office is important to your employees – what role does it play? We have an opportunity now to set ourselves up for a more sustainable world of work, one in which many of us will be working for longer than any previous generations. We need to get this right. This question should be posed to all members of the workforce to ensure their psycho-social needs are being met and they are being sufficiently supported to thrive in their roles.