The future of remote working

The future of remote working is a prickly subject in corporate governance. It’s 2025; we’re not living with the restrictions of COVID anymore, and many companies feel their success depends on having employees on-site again. On the other hand, employees have quickly come to love remote working; it frees up their lives, eliminating the need for long commutes or business trips. Talk of “going back to the office” upsets many workers for obvious reasons. So, if you’re a corporate leader, how do you balance all this into a new, sustainable strategy? Let’s explore: A brief history of remote working It’s easy to think of remote working as a phenomenon that arose during the pandemic, but the idea is actually far older. Telecommunications advances in the 1970s allowed a few professionals, such as telesales agents, to work from home. The practice remained on the fringes for years because our digital capabilities simply didn’t allow remote working en masse. Beginning in the 1990s, that process began to shift with the widespread adoption of the Internet. Suddenly, it was technically possible for millions of average employees to do their jobs from their houses. From then, the main barrier was culture; most bosses simply didn’t trust it. The pandemic was a game-changer for remote working. Not only was it the lifeline many companies needed to stay functioning, but it also forced many businesses that had historically opposed it to try it. People’s outlooks on it changed overnight, sparking a lasting reevaluation of workplace norms. Since the pandemic, tensions have risen because some want to return to the old ways, and some want remote working to be part of a new norm. We now have a spectrum of businesses. Some want everyone back in the office and refuse to discuss remote working; others have no desire for their office to function as any more than an on-paper business address. What is the future of remote working? The short-to-medium-term future is that the hot debate will continue. Remote working is becoming a polarised concept, even within the same industries. It might be common in one job and completely unacceptable in the next. Of course, where there is debate, there is also compromise, and the obvious compromise here is one we’re familiar with already: the hybrid model, which is usually two or three days in and two or three days out. That said, if you’re a corporate leader, your job isn’t to jump to the hybrid model as a solution; it’s to assess the pros and cons of each one and decide what makes sense for your company. So, here are the main points to consider: The pros and cons of offering remote work Pros Your employees will likely appreciate it. It improves their work-life balance, boosting their satisfaction, trust and confidence. You have a broader talent pool available since you don’t need to hire people near your office. You don’t need a big office, which means less overheads. Cons The lack of face-to-face may hinder collaboration and quick resolutions to challenges. More things are done in writing and may happen more slowly. Employees may experience isolation, impacting mental health and motivation. Managing performance and engagement can be challenging. You want to be sure work is being done, but assessing this remotely can lead to accusations of privacy violation, lack of trust, and micromanagement. The pros and cons of refusing remote working Pros In-person interactions foster stronger team bonds and company culture. Leaders can more easily monitor performance and provide support, making it easier for the board to assess strategic direction. You can solve problems quickly because everyone is in the same room. Cons You could easily damage employee satisfaction by forcing your workers to commute, miss family events, be away from children, etc. This is especially true when your employees demonstrate that they can meet or exceed their KPIs at home. In their eyes, there is no need for in-office work, making it feel punitive. You may struggle to attract talent if other companies allow remote working. You need large office spaces in a tight property market with high rents. The pros and cons of the hybrid model This may seem like the obvious choice, but it’s good to know what you’re signing up for. Pros It’s a compromise, so employers and employees will likely be satisfied, building a significant relationship. You have a guaranteed level of face-to-face time among employees each week. This offers crucial opportunities for thorough meetings and important decision-making. Helps maintain organisational culture while accommodating diverse needs. Cons Scheduling and coordinating hybrid teams can be complex. Not everybody will want the same days in the office vs. at home. Trying to accommodate this can lead to inequalities between remote and in-office workers. Subjective treatment can be seen as unfair. You might need to invest more than other companies in dedicated technologies to ensure everyone can work remotely or in the office when they need to. In summary The future of remote working will vary by industry, company culture, and employee expectations. While no single model fits all, the key to success lies in examining your company’s needs (including the views of your employees) and making a sensible judgment call.

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Rapidly acquire the skills and knowledge you need to lead.

Diploma in Corporate Governance

Certified Corporate Governance Professional

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Certified ESG Professional

ESG Strategy and Governance

Company Secretary

Overview of Corporate Governance

AI Governance

CSRD Reporting

Go Further With Membership

Join the largest global educator of university credit-rated and qualified directors in corporate governance.

Training Needs Analysis

Join the largest global educator of university credit-rated and qualified directors in corporate governance.

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Attend online and in-person events to get the practical skills and insights you need to make an impact as a leader.

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