Remote Work is Neither Dead Nor Dying
In the past months, major technology, finance, and consulting companies have announced the end of remote work, requiring employees to return to the office for the traditional five-day workweek. These companies argue that the remote work model, introduced during pandemic restrictions, delays productivity, complicates swift communication and innovation, weakens team spirit, and fails to foster a shared sense of purpose.
However, numerous studies suggest that companies that do not offer flexible work options will face challenges in attracting, motivating, and retaining talent.
None can debate that remote work enhances the employee experience. It allows the necessary flexibility to structure workdays, improves work-life balance, and significantly reduces time and transportation costs. Of course, the degree of these benefits varies depending on individual circumstances, such as family and social situations (e.g., having children or a partner), the workplace location (especially in large cities with long commutes), the nature of the job (remote work is far more prevalent among employees with higher education), and even age as remote work is significantly more in demand among workers under 44 years old
For companies, the advantages are equally compelling. Remote work can lead to reduced absenteeism, lower turnover rates, cost savings on facilities and maintenance, and greater discipline in organizing and conducting meetings.
There are also undeniable benefits for society at large, including reduced traffic congestion, lower pollution levels, and progress toward greater equality through inclusive workplace policies.
However, remote work is not without its drawbacks. The lack of physical interaction can pose a significant challenge to building and sustaining organizational values and culture. It can create difficulties in training, team cohesion, and conducting business development activities. Evaluating employee performance may become more challenging, and cybersecurity risks are an ongoing concern. Additionally, some employees struggle with effectively disconnecting from work in a remote setting, and there are notable psychological risks associated with isolation and technostress.
Therefore, a reasonable balance must be sought through hybrid models that maximize the benefits of remote work while minimizing its drawbacks. Eliminating remote work altogether is not an option.
Firstly, because it contradicts major societal trends: digitalization, equality and inclusion policies, reducing CO2 emissions, and enhancing employee well-being. Moreover, companies that do not offer remote work options risk losing access to top talent. The individuals who bring the most value to organizations are often those who prioritize and are motivated by flexible schedules, autonomy, and opportunities for personal and professional growth.
This reflects the age-old dilemma: living to work versus working to live, a question that the new generations have answered with remarkable clarity. It is also a perspective championed by companies with a humanistic culture at their core.
The work model of the 21st century demands alignment between corporate goals and employee expectations. While tailored solutions are necessary to suit specific circumstances and lean toward hybrid models, the generational shift in corporate leadership will inevitably lead to the widespread adoption of remote work.
By Mario Alonso, Chairman of Auren International
