What’s going on with remote working? A deep dive into the root causes of the rising conflict between employees and employers

Backlash surges as remote work recedes in company’s policies

Employees are not ready to go back to the office. And many employers are learning this the hard way.

By the end of 2022, 82% employees were reported to enjoy WFH; and now, 6 months into 2023, (and even with all restrictions removed!) remote working is still a favourite choice for most employees.

Yet, the harmony between employers and employees is being disrupted as companies worldwide insist on the return to traditional office spaces, triggering a vehement backlash from previously contented workers. 30,000 Amazon workers signed a petition against employees over the company’s return-to-office decision. In a striking display of solidarity and dissent, Washingtonian magazine staffers organised a full-day protest on Friday, vehemently reacting to an op-ed, stating that “remote working could make employees less valuable and easier to let go”, penned by their own superior. In the face of proposed back-to-work legislation, education workers in Ontario have declared a province-wide protest. 

So,

Is remote working here to stay? 

“Companies are still trying to figure it out,” said Sara Sutton, CEO of remote-work jobs platform FlexJobs. This year, more companies are trying to bring workers back to offices as bosses fret about worker productivity and loyalty. Dell, Disney, Starbucks, etc. are really keen on asking for employees to return to office.

What exactly causes this conflict of interest?

Individual productivity vs Teamwork

Today, employees relish their newfound sense of autonomy and flexibility. According to many, remote work offers an escape from the suffocating grip of office politics and the incessant interruptions of chit-chat with colleagues. From the comfort of their own personalised work environment, they find solace in the ability to structure their time and tasks according to their unique needs. Amidst the ongoing discourse surrounding remote working, several factors point to its potential benefits to employee productivity. Reports indicate a remarkable increase in productivity, with employees  47% more efficient in WFH mode compared to traditional office setups. Moreover, nearly 6 out of 10 workers have reported exceeding their own productivity expectations while working remotely. These encouraging findings can be attributed to heightened focus, improved time management, and the elimination of stress associated with commuting.

Moreover, a report in 2022 revealed that a significant 64% of respondents cited commuting as a major consideration in their preference for remote work. The allure of reduced commutes resonates deeply with employees, particularly in the era of “rising costs”. As inflationary pressures grip all nations, American parents alone find themselves grappling with yet another soaring expenditure: child care. In this landscape, the ability to cut down all costs through the work-from-home model becomes an enticing prospect, meeting the urgent needs of individuals seeking relief from financial burdens. 

However,

Around the talk on productivity, the shift to hybrid work has presented leaders at Microsoft and other organizations with significant challenges in monitoring employee productivity. A staggering 85% of  leaders at Microsoft express difficulties in having confidence that employees are remaining productive in this new work model.

Managers may also believe that being present and having more in-person interactions foster better teamwork, problem-solving, and idea-sharing. Employers often prioritise the potential for brainstorming sessions, impromptu discussions, and the serendipitous exchange of ideas that can occur in the physical workplace. The clash between employees seeking more remote working time and employers pushing for a return to the office centres around the limitations of remote communication in fostering collective creativity. While virtual brainstorming sessions can be facilitated through platforms like Zoom, the structured nature of remote meetings may not yield the same level of fruitful outcomes as in-person interactions. The collaborative problem-solving that naturally occurs when individuals bounce ideas off each other can be compromised in a remote setting. As a result, team innovation can be hindered, warping team collaboration from a natural process into a forced effort that may impede the free flow of ideas. This raises questions about striking a balance between the desire for flexible work arrangements and the potential impact on collective creativity and collaborative dynamics within teams.

Work life balance vs Company development

To many, working from home has become synonymous with increased productivity and a harmonious work-life balance. Picking up kids after school or getting to a dentist’s appointment is no longer a “hard deal” for a 9 to 5 worker. In addition, remote work offers the added advantage of enhanced sleep efficiency, as remote workers typically enjoy waking up approximately 30 minutes later than their in-office counterparts, contributing to a more personalised and healthier sleep routine.

Contrary to claims suggesting that remote work has a detrimental effect on employee well-being, a recent Gallup survey sheds light on the positive impact of remote work on work-life balance. An overwhelming 70% of respondents assert that hybrid work arrangements, which combine remote and in-office work, have significantly improved their ability to maintain a healthy equilibrium between work and personal life. Furthermore, an impressive 58% of workers report experiencing less burnout when compared to traditional in-office work settings.

However, 

Managers, particularly in the tech industry, are grappling with concerns surrounding the overall quality and timeliness of work in a remote work setup. They express apprehension about the impact of remote work on the skill development and career progression of junior employees. Moreover, remote work poses difficulties for employers in identifying potential issues among workers, such as dissatisfaction or health problems, as the lack of physical presence hinders the ability to observe and address these concerns promptly or pre-emptively. Additionally, feedback from approximately 450 leaders worldwide indicates a belief that when employees are not physically visible, their level of effort and further development in their job may deteriorate.

Being isolated and remotely away from the office is apparently not that good for employees’ well-being, as they thought it should be. The numbers speak for themselves, revealing a notable disparity in stress levels between remote workers and those who remained in the office. A substantial 41% of remote workers reported feeling stressed, whereas only 25% of their office-bound counterparts experienced similar levels of stress.

Individualism vs Collectivism

Remote working has brought about a shift in company culture, as employees adapt to the new norm. By leveraging technology, companies have embraced transparency and inclusivity by making information more accessible to all employees. Shared meeting notes, expanded benefits packages, and enhanced support systems have become standard practices, even in the remote work setup. Employees now express a greater interest in tailored training programs, opportunities for personal development, home-office allowances, assistance with childcare, and even access to gym memberships. Remote working has necessitated a more individualized approach to meet the unique needs and aspirations of employees, fostering a culture of support and personal growth within organizations.

However,

The absence of physical proximity and face-to-face interaction has raised concerns about maintaining a cohesive and vibrant organisational culture. Even with all the perks, employees still express a sense of disconnection and believe that remote work hampers the development of a strong company culture.

Employers don’t think otherwise. The belief that exclusive remote work can adequately support company culture is held by a mere 5% of employers. Both employees and employers share a common sentiment that remote working can lead to feelings of loneliness and isolation, as individuals perceive a disconnection from the broader office culture. The shift to remote work has inadvertently resulted in decreased interconnectivity and a more siloed work experience. A comprehensive Gallup study, encompassing over 15 million employees, shed light on the importance of social connections in the workplace. It found that individuals who had a close work companion, often referred to as a “best” work buddy, were seven times more likely to be engaged in their jobs. In a late survey in 2021, 61,000 Microsoft employees stated that remote work leads to increased isolation in communication, fewer real-time interactions, and reduced meeting hours among workers.

Employers recognize the importance of fostering a sense of community and collaboration, which they believe can be better achieved through in-person interactions and shared physical spaces.

Bottom line

The conflicts between employees and employers regarding remote work and returning to the office highlight the evolving dynamics of the modern workplace. While employees strive for individual productivity work-life balance, and individualism, employers grapple with concerns about teamwork , company development, and maintaining a cohesive company culture. The ongoing tensions underscore the need for effective solutions that address the diverse needs and expectations of both parties.

So, the question still remains, what might possibly be the solution that can satisfy both parties?