It’s been over three years since the onset of the Covid-19 pandemic prompted the initial lockdown, heralding a transformative shift in our work patterns. As the legal restrictions gradually receded, the media brimmed with speculation about a profound and enduring transformation in the way we work. Improved work-life balance, the death knell of dreary commutes, and the dawn of remote working took centre stage.
Headlines resounded with declarations such as “Lasting Changes Expected in the Workplace Post-Covid,” “Remote Workers Shun Return to the Office,” and “Companies Around the World Are Shifting the Way They Work.”
Undoubtedly, these changes have ushered in notable benefits for many. Parents and guardians of school-age children, individuals with diverse neurological and physical needs, and a multitude of others have found solace in remote work. The advantages are palpable: reduced commute times, increased autonomy, enhanced flexibility, improved lifestyles, and a boost in quality family time.
However, this transition has not been universally smooth.
A recent survey conducted by IT software firm Ivanti, published in The Telegraph, exposes a growing sense of loneliness overshadowing the convenience of remote work. This survey serves as a stark reminder of the challenges encountered when working in isolation, away from the camaraderie of colleagues, business associates, and clients.
The Toll on Mental Health
According to the survey’s findings, 40% of office workers admit to grappling with the demands of remote work, and one in ten reveals that their mental health has suffered as a result.
It’s not just mental well-being that’s under siege. Processes like onboarding new hires, particularly those fresh to the workforce, become considerably more arduous in a remote setting.
Access to experienced colleagues who can guide newcomers through the labyrinthine initial days of employment is paramount for their success and well-being. A study by market researcher Brandon Hall Group suggests that effective onboarding can boost retention rates by up to 86%.
New recruits benefit immensely from the in-person experience of observing and assimilating into company culture. Neglecting this aspect may leave us grappling with worrisome skill gaps down the road.
Others who derive value from the office are individuals with suboptimal living conditions for work, such as those in shared housing or caring for young, distracting children.
Approximately a year ago, as part of our exploration into the sustainability of remote work, YOHO Workplace Strategy highlighted a groundbreaking study by Professor Karin Moser of London South Bank University. Her research unveiled the emerging issue of ‘remote fatigue’ stemming from consecutive web conference calls, while underscoring the impracticality of this approach.
Notably, reactions to this “brave new world” have varied widely. In our discussions with professionals at YOHO, we’ve found that many workers are concerned about stunted career growth due to the absence of face-to-face interaction with their managers. Conversely, the financial sector reports heightened productivity when working from home, rendering office visits unnecessary.
Employers themselves have adopted a range of stances, from mandating a complete return to the office due to productivity concerns and data security to advocating for permanent remote work to curb office costs in a tightening economic climate.
The Ivanti survey discloses a potential shift in favour of Team Office, with only one in ten job openings now offering fully remote work, compared to nearly one in six a year ago. Additionally, the number of remote job postings on LinkedIn has declined for the 11th consecutive month. However, the demand for remote roles remains robust, with applications doubling compared to other positions, indicating that Team WFH continues to thrive.
Addressing Loneliness and Supporting Employees
Loneliness emerges as a critical mental health issue that cannot be overlooked. Nevertheless, the key for every organisation lies in crafting a workplace strategy that strikes the right equilibrium between business interests and employee well-being.
So, how can corporate leaders collaborate with employees to find the optimal solution? The answer lies in open dialogue and cultivating a sense of connection through regular communication. Humans are inherently social beings, and fostering opportunities for colleagues to interact socially can be immensely beneficial.
Furthermore, promoting face-to-face collaboration by encouraging employees to collaborate on projects and tasks, whether in the office or virtually, is a prudent move.
We find ourselves in the nascent stages of this profound workplace culture shift. Undoubtedly, the intricacies of business and worker needs will continue to evolve for years to come. Crucially, we must acknowledge that everyone’s experience with remote work and loneliness is unique, and remain adaptable and responsive to individual requirements.