Where We Work

A recent Society for Human Resources article touted the benefits of working remotely. The article first referenced a specific population: individuals with disabilities. The article included people whose physical disabilities made it difficult to commute; however, they had skill sets needed in the workforce and finally were able to contribute in the manner to which they aspired. 

This article also referenced the research on knowledge workers precluded from coming into the office because of lockdowns during the pandemic, citing a Harvard University article that revealed benefits associated with remote working. 

Since the early 2000s, remote working was touted as a way to increase diversity in the workforce (giving individuals without reliable transportation, caregivers, and as noted above, individuals with disabilities, an opportunity to earn a living) since theoretically, knowledge workers who are an increasing percentage of the workforce can work from anywhere.  Yet, it had not become as common a practice as projected. The pandemic forced many workers to work remotely, and the research suggests they were as productive (or more productive) working remotely as they had been in an office. 

Working remotely appears to be an individual preference. Some workers prefer to work in an office; others want a hybrid schedule – one or two days in the office, the remainder working remotely; while still others prefer a remote location. 

A friend who is a partner for a Fortune 100 consultancy related his unique solution, allowing him to source talent from throughout the country while working in New York. “We bring my entire team into the city for a week every month or so. I tell them, ‘This is your networking opportunity, and I don’t want to see you ever eating alone.’” I asked him if that was not costly and he replied, “It’s not nearly as expensive as moving people to Manhattan, and it allowed me to assemble the best possible team.” He also emphasized the importance of being clear with expectations and goal setting which increased clarity in his team regardless of where they were working. 

Remote working also appears to have a positive environmental impact since fewer commuters are on the highways and congestion is lessened. 

As the war for talent intensifies, organizations that are thoughtfully thinking through the possibilities of remote working will source the best and brightest talent for their organizations. While a one size fits all approach is not recommended, leaders should consider how remote working options might be effective. 

Suzette Plaisance Bryan, PhD, SPHR, GPHR, SHRM-SCP
Director OBCC Leadership Center