WFH is here to stay: how to make the most of it

Nearly all the surveys conducted recently indicate that remote working as a trend is here to stay. The world’s largest IT companies including Google, Facebook, Twitter, IBM, and Microsoft had already announced long back that they would allow a part of their workforce to continue working remotely even after the pandemic is over. Indian IT companies like Infosys, Wipro, TCS, and Tech Mahindra have also been working on similar hybrid models. Even the more traditional companies that were earlier skeptical about allowing their employees to work from home have now started realising the benefits.

A recent Gartner survey of 5,000 employees found that service professionals who traditionally did not have many opportunities of WFH are now used to it and like it, and they wish for it to continue at least in some capacity. In another survey of global HR leaders, about 90% said they would continue to allow employees to work remotely, at least part of the time, even after the pandemic is over.

Moving on the road to recovery and renewal, as organisations look for ways to curtail costs and optimise resources, they realise remote working can actually serve as a great tool. Therefore, instead of waiting to return to their old ways, many have started preparing for the ‘new normal. The new generation of workers is seeking far more flexibility and openness in their workplace. Employers will have to accept the new expectations of employees as well as customers. They will have to ramp up existing work structures to align with the changing situation.

As WFH models continue to evolve and gain wider acceptance, the resources, policies, and work processes will have to be planned accordingly. Here are some critical factors that must be considered to make WFH more effective for your organisation.

Communication and collaboration: The success of working remotely depends largely on how well the team is able to collaborate and work together. While there are a number of immersive technologies and collaborative tools available for this purpose, a lot actually depends on the approach and attitude of team members. People who are more proactive and responsive usually continue to perform the same way even if they’re operating remotely. However, there could be some individuals who are not so communicative nature and may not be able to deliver despite constant nudging and follow-ups. Therefore, roles and responsibilities have to be allocated accordingly. Special training sessions can be organised to help employees cope with the new ways of working.

Change in mindset: Companies that were traditionally opposed to the idea of WFH have started opening up especially after their experience through the pandemic, where they got to see that remote working can actually work without affecting the performance or productivity of employees. While many have realised that their fears were unfounded, many still continue to hold strong beliefs against remote working and are keen to get back to their earlier ways. Even if such companies are forced by circumstances to continue with the WFH option, their biases would come in the way of the career and growth of employees. Unless there is a real change in the mindsets and attitudes of employers, unless they openly accept the changing trends and allow their systems to be modified, WFH models will not work for them.

The trust factor: Just as there are organisations with biases against WFH, there are employees who are equally afraid of switching to remote working as they do not trust this new format. They are not sure if they will be treated at the same level and are constantly worried about the advantages in-office workers might have. Will they consider me an important part of the team and treat me equally? What if they feel I’m not working hard enough? Such fears and lack of confidence among people can create unnecessary conflicts and infighting among employees, which can be quite detrimental to the growth of any organisation. HR managers would have to continuously work at resolving such issues and encouraging employees to embrace the new systems in a positive way.

New work structures: An organisation that wasn’t traditionally used to the WFH option would have to work on multiple aspects to make it properly functional. Apart from dealing with cultural issues, it will have to redefine existing processes and create new work structures to accommodate remote working. Workforce planning, performance management, finance, and administration will all have to be re-evaluated to ensure they are well aligned with the new work structure. Online apps and remote monitoring tools can also be used to keep track of the productivity and performance of employees.

Employee engagement and motivation: Despite all the benefits that WFH offers, it brings along a number of other people-related challenges that HR leaders would have to address. A regular office structure provides a certain routine and works environment that automatically keeps one active and agile. You can hop across to a colleague, have an informal chat and discuss ideas without having to plan a formal meeting. Many such little things, which we take for granted while working in an office, are missing while working from home. As a result, many employees may suffer from loneliness and depression. Office hours and personal time often get merged into one another, causing undue stress and fatigue. HR leaders must understand the emotional and personal needs of employees and find ways to keep them engaged and motivated.

Finally, the success of WFH will entirely depend on how well an organisation can reorganise its people and processes to align with the new order. There are no standard rules or procedures that can be replicated across different organisations. The canvas is open for you to experiment and innovate to create your own models. The real challenge would be to adapt to the changing environment while preserving and enhancing the culture and values of your organisation.

Shweta is former Executive Editor, Dataquest, and an independent content development professional