With the presence of the COVID-19 pandemic, remote work became the new normal to combat that unseen threat. Since this transition, employees have been praising the ability to work remotely, move on their own time and be responsible for how they conduct their day-to-day tasks.
But has anyone considered the potential negatives? Sure, it is easy to say that it is more convenient and you will get more work done this way, but how does being home affect one’s productivity and mental health?
Everything in the world has its share of pros and cons. The work-from-home option is no different.
According to the president of the Human Resource Management Association of T&T (HRMATT), Cavelle Joseph-St Omer, “nearly three years on from the start of lockdowns, it may not be the golden egg that so many believe it to be”.
Working from home provides numerous possibilities, it permits one a certain level of autonomy that may not exist within the physical office. Despite this, it requires a certain amount of discipline and motivation to get through daily tasks.
Joseph-St Omer stated that some employees may have a misguided notion of what remote work entails.
“When some people think about working from home, they imagine sleeping in late, lounging around in their pyjamas and long leisurely lunches. But what people need to realise is that even though working from home offers a great amount of flexibility, it is still a professional job and it needs to be treated as such,” she said.
Part of this problem however, she said develops when there is a lack of proper supervision by those in authority.
“A lot depends almost entirely on the individual. However, it also requires skilled management/managerial skills. It doesn’t matter if the team is working from home or in the office. To maintain a certain level of productivity and efficiency, you need to establish good discipline in your organisation with strong leadership. This will naturally filter into a remote work setting just the same.”
Joseph-St Omer added that while there are plenty of advantages that come with working remotely, it has also posed challenges that were not thought of prior to the pandemic. She said that there have been numerous employee complaints “about the blurring of lines and the lack of boundaries between their home and office which can make it difficult to set boundaries and fully switch off after work.”
This inability to unplug has had dangerous consequences, even causing the deterioration of workers’ health.
“Being unable to disconnect can increase stress and other health problems for remote workers. In fact, one ILO (International Labour Organisation) study found that 41 per cent of remote workers felt stressed compared to only 25 per cent of those who continued to work in the office. Of the same group, 42 per cent had trouble sleeping, while only 29 per cent of office workers reported the same,” she said.
Those who have been isolated from their co-workers and telecommute may not always have a rigid schedule to follow, which may potentially lead to a risk of overworking.
“Remote workers often work longer hours, sometimes feeling they need to prove their worth and productivity. Managers are therefore required to host regular welfare meetings and catch-ups to manage a remote workforce to avoid people feeling isolated and cut off,” Joseph-St Omer said.
Working remotely also means less face-to-face time with colleagues, which can add to that feeling of isolation. The camaraderie that exists within an office space where workers lunch and joke together, is removed from the equation, therefore, limiting social interactions, and possibly contributing to burnout.
According to the ILO, “due to the prolonged isolation, there is a risk of burnout and feeling left out, which requires an additional effort from employers, HR professionals, direct supervisors, and colleagues to extend mutual support.”
Joseph-St Omer added that the “increasingly blurry line between work and personal life has led to some detrimental effects on an employee’s mental health – including burnout. A survey done by McKinsey in 2022 of nearly 15,000 employees across 15 countries showed widespread, persistent feelings of depression and anxiety. All these symptoms were associated with mental burnout.”
An important consideration also, is the physical strains telecommuting may have on the body. Telecommuters may not be as active as they once were in an office setting, since more than likely they are condemned to a set working space when doing so remotely.
The ILO said, “prolonged sedentary behaviour, working in one position over long periods without moving increases the risk of health problems, including musculoskeletal disorders (MSDs), visual fatigue, obesity, heart disease, etc.”
Apart from this, she revealed that many did not account for the possibility of an increase in domestic violence and the manner in which the workplace can be a means of escape.
She stated, “We have also witnessed an increase in the number of women contacting NGOs and reporting to police regarding domestic abuse during the pandemic. For many survivors of domestic and sexual violence, the workplace is not only an oasis of safety from an intimate partner, but working also provides them with the financial resources that may provide a pathway to leave an abusive relationship. Working from home is not the best option for everyone and that’s individual circumstances must be considered.”
The ILO further states that remote work comes at a cost for working women since it combines their paid jobs with domestic responsibilities.
This transition “reinforces the outdated notion that such responsibilities are solely the purview of women. It thus risks creating a pool of workers that are not able to compete on an equal footing with persons who work outside the home.”
While workers may be saving money and time by reducing the amount of commute that takes place, chances are that money will have to be used elsewhere to upgrade systems and operations.
“To sustain work from home as part of a hybrid approach, business leaders must consider the full, true cost of remote work. One such cost is home office setup...to make this new scenario work, home workers will likely need some outfitting or upgrading to their workspaces to approximate an office setting. Technology-wise, this could involve getting a more current computer or smartphone to support collaboration.”
Other than these, Joseph-St Omer added that technology alone will not get the job done since workers also need other equipment. These may include webcams, speakers, headsets, a proper desk, a decent chair and even lighting to support video calls.
“Chances are good that every home-based worker will need help in at least one of these areas, making this a key hidden cost,” she said.
It may seem like costs keep mounting, but without proper connectivity, the transition from work to home office would not be seamless. The question is whether businesses will be willing to put out this money to upgrade their staff’s setup or whether workers will be expected to foot the bills themselves.
“Employers must anticipate cases where home connectivity services won’t be adequate for work. This will likely require upgrading to a higher-tier broadband service. The same could apply to mobile data plans. Going a step further, some homes won’t have access to broadband or the service is spotty. In these cases, an entirely new connectivity setup will be needed, adding further cost for supporting remote working.”
On the flip side of the coin, some businesses themselves also go out of their way to support work-from-home initiatives. While there are costs to be maintained for remote employees, who are happy to work from the comforts of their home, “businesses still bear the ongoing costs of keeping the offices running, including rent, electricity and other maintenance expenses.”
The cost factors to maintain a fully functioning work-from-home initiative can be hard on the pockets of both employers and employees. Even more so when one considers the other expenses present both in the business and home spectrums.
Like most professionals, Joseph-St Omer emphasised that it cannot be denied that working from home does have its advantages but people need to be aware of the disadvantages which exist for both the employers as well as employees.
She stated, “it is beneficial to examine it, embrace the new where applicable but note a one size fit all approach will not work.”
She stated that employers should now look to hybrid systems, adjusting their work models to create a more flexible environment that can be mutually beneficial to employers and employees. This way, it is possible to maximise productivity and the overall health or the business and the workers.
Joseph-St Omer stressed the need for a reliable support system to maximise employee performance.
“Employees should feel like they are equals and not second-class citizens, which sometimes happens with remote teams. We should be considering how to create a positive work environment where employees feel appreciated, no matter where they clock-in... Of course, creating a culture of flexibility requires us to look at our workplaces from the perspective of being flexible, adaptable, and supportive of each individual’s needs.”
She added that employers need to find what works best for their businesses and industries and go forward from there since one model will not work across the board.
“For me personally, you can never replicate the consistent service, creativity and camaraderie you get from having everyone together. Bringing our employees back into the office recreated a genuine sense of teamwork among them with a client-focused work ethic... our levels of service have increased, and both clients and majority of employees are happy,” she said.
Joseph-St Omer speculated that the time has come for organisations to conduct flexibility audits “to find ways to make the required adjustments going forward.”