The future of remote work in the post-pandemic era

In recent months, large organizations have been requiring their employees to be more present. Industries such as technology, energy and natural resources, and financial services are the ones putting the most pressure on their employees to return to the office.

This trend is due to a combination of economic, strategic, and productivity factors. Research published in the scientific journal PLoS ONE^[i] reveals that remote work forced by the pandemic has lower productivity rates than voluntary arrangements.

“There's a lot of value in in-person experiences that remote can't replace,” says Matiana Behrends, Advisory Partner and leader of Human Capital Services at Grant Thornton Argentina. “This has to do with productivity, but also with the development of teams, leaders, culture, and innovation. Communications and interactions are more targeted and intentional in virtual environments and can't replace the spontaneity that can emerge in face-to-face interactions.”

Leading remotely

Developing new leaders is essential for long-term sustainability and success of any business. Managing teams and companies requires people with experience, but also with technical and interpersonal skills.

Leading remotely isn't easy. A remote leader must be charismatic, flexible, authentic, and motivating to effectively manage team collaboration, productivity, and well-being. It must be project- and goal-oriented and able to communicate them clearly and concisely.

“Effective communication and active listening skills are key to reducing misunderstandings, strengthening collaboration, and keeping teams aligned and engaged. A leader with organizational skills and the ability to avoid micromanagement is also essential. Allowing collaborators freedom and flexibility increases trust and, therefore, productivity”, adds Behrends. “This does not mean that a remote leader should not be present, on the contrary, it should hold regular meetings and establish open communication channels.”

Daily interaction with team members allows to understand what's happening to the collaborators and take measures to prevent silent resignations, promote a sense of belonging, and foster transparency and mutual trust.

In a survey conducted through our social media channels, only 28.74% of the 500 participants believe that professionals with highest level of seniority and responsibility should work 100% remotely, while 69.49% believe that a hybrid or office-based scheme is the best option.

Building a career from home

For those just starting out in their careers, “remote first” is a disadvantage because it doesn't allow them to learn firsthand the rules, key players, protocols, and how people behave in the office or with a client/supplier. Entry-level positions are the biggest beneficiaries of in-person work, but they're not the only ones.

Working in the office, even in a hybrid scheme, offers greater opportunities for professional growth, greater proximity to leaders, and more direct access to training and mentoring opportunities. In-person work allows for networking with colleagues beyond the small work group, gaining new skills and expanding the network of contacts that take your professional career further. Future business leaders must have contact with leaders from other divisions and understand the entire company, not just a part of it. In-person work encourages and facilitates these learnings.

“When defining promotions, not only the results or the fulfilment of objectives by the collaborator are considered, but also aspects that are difficult to quantify are taken into account, such as the capacity to generate value or growth projections”, highlights Matiana. “In this sense, career development is favoured by personal contact with decision makers.”

Layoffs and the return to the office

Returning to in-person work is especially difficult for those who began their careers under remote or hybrid work schemes. But it's also difficult for those with caregiving responsibilities or who live far from major urban centres, as they must rearrange their schedules and change their lifestyles.

“Just as it was difficult to adapt to remote work, returning to in-person or hybrid schemes with more work at the office will present its challenges and may even be more difficult”, comments Matiana Behrends. “It's impossible to ignore that the world has changed, and that virtuality offers many benefits for employee well-being. Just gaining two hours of your life in big cities, avoiding the commute and allowing for a better work-life balance, makes you a more attractive employer.”

The return to full in-person work is making the remote work market more competitive. Today, those laid off due to restructuring (mostly middle management or contracted positions) or those who resign because they do not accept the change in work arrangements, face a more competitive landscape that forces them to accept lower pay or working conditions they would not have accepted at other times.

In this sense, Behrends -Advisory Partner and leader of Human Capital Services at Grant Thornton Argentina- concludes: “I don't think it's going to be that easy for companies to return to a full in-person model; I don't know how much of an advantage there really is in this approach. I do believe in hybrid models with a clear commitment and clarity about what is done when you go to the office and what type of work is done at home.

Also, companies will have to redefine their value offer, both to attract talent and to prevent turnover. Creating hybrid work environments with a clear in-person/remote strategy and with leaders who support and embrace the work model will enable the company and its collaborators to grow and develop beyond their current situation.”

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i. Hackney A, Yung M, Somasundram KG, Nowrouzi-Kia B, Oakman J, et al. (2022) Working in the digital economy: A systematic review of the impact of work from home arrangements on personal and organizational performance and productivity. PLOS ONE 17(10): e0274728. https://doi.org/10.1371/journal.pone.0274728