I think there are a number of disadvantages (individually) to working from home (WFH). These range from a lack of social interaction (and excessive screen time) to a reduced chance of being promoted. I am betting there are disadvantages to the organization, too. The article in the url below covers an issue that bridges both – a disadvantage to the individual (less meaning/purpose) and a disadvantage to the organization (fewer engaged employees):
"People who work from home are feeling more disconnected from the larger mission of their employers. In a new Gallup survey, the share of remote workers who said they felt a connection to the purpose of their organizations fell to 28% from 32% in 2022—the lowest level since before the pandemic. The findings are from a survey this spring and summer of nearly 9,000 U.S. workers whose jobs can be done remotely."
Interestingly, hybrid workers register the highest in terms of connection to the company's purpose. I suppose the key question then is, what does "hybrid" look like – what is the ratio of days spent WFH, compared to those spent in the office, which generates the highest level of motivation?
"By contrast, a third of full-time office workers reported a similar sense of connection, nearly the same as last year. Hybrid workers clocked in highest, with 35% saying their companies' mission made them feel their jobs were important."
I think the discussion around the effectiveness of teams that WFH was clouded by research early in the COVID pandemic that showed no loss of performance (and, actually, an increase in performance due to efficiencies like reclaimed commuting time). The trouble with that research, from my perspective, is that it was done on teams that had been formed in-person, prior to the pandemic. It makes sense that such teams should perform better remotely because they are combining all the benefits of remote work (e.g., saving commute time) with the benefits of relationships that were formed in person. When you remove that core foundation of deep relationships (i.e., employees who are socialized into the organization via Zoom), it is hard to imagine how such teams could be as effective:
"For now, many workers say remote work affords them the ability to focus on their essential duties and avoid some of the extracurriculars of office life. This leaves it to companies to try to foster that sense of connection."
Of course, because the deep relationships are missing. These social ties are what connect employees and gives them a reason to go above and beyond in support of their colleagues:
"In short, more remote workers appear to be approaching their jobs with 'a gig-worker mentality,' fulfilling the basic responsibilities of the role rather than anticipating the broader needs of their team or company, said Jim Harter, chief workplace scientist at Gallup, which has tracked worker engagement since 2000. Most professional roles, he points out, tacitly include expectations that go beyond the actual work, such as mentoring others or spurring innovation. 'That's much more likely to happen if they feel they're part of something significant,' he said."
Expect the challenge of how to 'return to work' to continue, given the popularity (and perceived value) of WFH:
"Nearly 30% of U.S. workers in remote-capable jobs work exclusively at home, according to Gallup, a share that hasn't wavered much in the past year."
Take care
David
David Chandler
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Workers Feel Disconnect
By Lindsay Ellis
August 25, 2023
The Wall Street Journal
Late Edition – Final
B3
