Diane Mulcahy explains why the current model of the office worker is difficult to change despite the evidence of increased productivity from the remote worker.
No one expected (or wanted) remote work to scale because of a virus and subsequent global pandemic. But, here we are.
The battle for remote work has been ongoing. Employees want the choice and flexibility to work outside the office at least some of the time, but many companies and even more managers resist it. Will this short-term (at minimum) and large-scale experiment in remote work change that?
It’s hard to argue any other outcome. Once companies have the processes and tools in place, and the results of weeks, or even months, of remote working, it will be difficult to put the genie back in the bottle.
That’s a good thing. The notion of mandatory daily employee attendance in the office is already obsolete. Not one – not one! – study suggests that working in an office eight hours a day, five days a week maximizes employee productivity, satisfaction, or performance. In fact, any data that exists on work in an office reveals that most employees aren’t engaged, waste a lot of time in the office not working, and that employee underperformance is a persistent problem, despite the omnipresence of management. Even worse, the direct costs of maintaining the traditional office-based workplace are high. CBRE estimates that the typical company in the U.S. spends upward of $12,000 per employee per year for office space. It’s hard to find a return-on-investment case for office space, and much harder still to find any company that makes a compelling one.
Included in this article:
- Links to studies on remote workers
- Key drivers of daily office attendance
- Quality of work
Read the full article, Remote Work Is The New Norm. Will It Last?, on the Forbes website.
