Rather than default to what they have been doing for the past six months, CEOs and their executive teams can purposefully manage the increase in remote work to maximize employee engagement, well-being, and productivity. Until the coronavirus vanishes as a severe threat to health and safety, organizations will be managing a large share of employees who work remotely some or all of the time. As the crisis drags on in certain countries, fatigue has settled in, too. In addition, childcare obligations remain a challenge, and not everyone is set up to be productive at home. Microsoft researchers who analyzed the brain waves of participants in video meetings discovered neurological activity associated with stress and overwork after just two hours.
Anxiety, depression, stress, and loneliness are more common than ever. Even apart from these serious issues of equity and fairness, remote work during a pandemic is not without challenges. We also know that remote work is unavailable for frontline workers, factory workers, and many service workers. Imagine what might be possible if organizations had the time to prepare for remote work. And about half report that they are at least as productive on collaborative tasks that normally would be performed in conference or team rooms. Three-quarters of the employees we surveyed in Germany, India, and the US who have transitioned to or remained remote during COVID-19 say that they are at least as productive in performing their individual tasks as they were before the pandemic struck. We have exhaustively surveyed employers, employees, and HR directors since the start of the pandemic, and we will continue to take their pulse as organizations experiment with new work models. By acting boldly now, they can define a future of work that is more flexible, digital, and purposeful.
Hybrid work models, done right, will allow organizations to better recruit talent, achieve innovation, and create value for all stakeholders. The former is a necessity the latter, an opportunity.
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This state of affairs presents leaders with two challenges: how to manage remote working conditions amid the uncertainty of today, and how to prepare for and optimize the hybrid working models of tomorrow, in which fully in-person and remote work will be two ends of a fluid spectrum of options. Yet even when that happens, remote work will have earned a permanent place in the employment mix. How to by BCG: Turn Insights into ActionĮmployers around the world are straddling a bridge between yesterday, when most employees at most companies were physically present at work, and tomorrow, when a vaccine or effective treatment will open the possibility of safe return to the traditional workplace.Technology, Media, and Telecommunications.
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