London: We’re in the middle of a remote working revolution. In the UK, though remote working was slowly growing before the pandemic, in 2020 the number of people working from home doubled.
While this rapid rise can be explained by COVID lockdowns, a recent survey my colleagues and I conducted with 2,000 London workers found that six in ten employees still regularly work from home despite restrictions no longer being in place. And most don’t want that to change.
Findings from other parts of the world similarly point to a substantial increase in the number of work days being undertaken from home.
For young professionals, the shift has been particularly significant. Before the pandemic, employees in their 20s were by far the least likely to work from home.
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In 2022, 64 per cent of 16 to 24-year-olds we surveyed reported working at home for at least part of the week.
This figure is in line with 25 to 49-year-olds (65 per cent) and in fact higher than for people over 50 (48 per cent).
Other research also shows that young professionals now engage in hybrid working – dividing their time between their home and their workplace – and may prefer this model to being in the office full time.
US and European data shows that around four in ten jobs can be conducted from home. But this figure may be higher if we consider that some jobs could be at least partly done from home.
In particular, jobs in finance and insurance, information and communication, and education are among the most conducive to being performed remotely.
Technologies which support remote working, such as Zoom and Slack, have been available for a number of years. While the pandemic has served as a catalyst for the rise in remote working among younger employees, I would argue that other factors have also contributed to this shift – some of which were already evident before the pandemic.
Importantly, each of these factors suggests this change to the way young professionals work is here to stay.
Evidence suggests that even before the pandemic, young people were becoming more focused on their own goals, wanted greater flexibility and control, and sought a better work-life balance compared with previous generations.
The reasons for this may be related to the changing nature of organisations and careers, which I’ll discuss later.
Our own and other research indicates that remote working, especially working from home (as opposed to, say, at client sites), can boost feelings of flexibility and control and enhance work-life balance.
So working remotely could help younger people achieve these goals in a way that traditional working arrangements can’t.
In fact, research indicates that many young people would now rather switch jobs than compromise on the flexibility they gain from hybrid working.
So for employers, supporting hybrid working may be necessary to attract and retain the best employees.
Across all age groups, participants in our research picked avoiding the commute as the biggest benefit of working remotely.
While this has long been a recognised advantage of remote working, it’s important to note that we surveyed London workers – and the commute may be less of an issue for people in other places.
Aside from the time and hassle involved in commuting, travelling to work every day can be expensive. The cost of working in the office goes up if you also factor in lunches, coffees and after-work social activities.
This may be difficult for younger people – who are contending with the rising costs of living, often on lower salaries – to manage.
Working remotely can help reduce spending, making it an attractive option – and even a potential lifeline – for younger employees.
3. Career trajectories
Studies show that a move towards less hierarchical, more efficient and flexible organisations results in a “new deal” of employment.
Employers no longer guarantee job security and progression for employees, but gain their commitment by providing opportunities – including training programmes – that enhance their employability.
The onus then moves to employees to manage their own career progression, which remote working may help them with.
For example, we know working from home can reduce distractions and improve productivity. Taken with the commuting time saved, young professionals may have more time to dedicate to development opportunities, such as studying for additional qualifications. This could increase their attractiveness in the job market.
Indeed, young professionals seem to be the most likely to switch jobs. If they don’t expect to remain with an organisation long term, they may be less motivated to build strong relationships with colleagues and managers, and unwilling to put their own goals aside for those of the organisation.
4. Managers’ behaviour
Research shows many more managers now work remotely compared with before the pandemic. This change has two important effects.
First, managers who work remotely are likely to find it harder to stop juniors from doing the same.
Managers’ ability to monitor and develop their junior staff in person, a common reason for prohibiting remote work in the past, is also reduced if managers are away from the office themselves.
Second, as more managers work remotely, younger employees may feel more confident that doing so won’t prevent them achieving success.
Managers serve as role models to junior employees and evidence shows that younger professionals seek success by copying role models’ behaviour.
Avoiding the pitfalls of hybrid working
Despite the positives, younger employees, with comparatively limited experience and networks, may face disproportionately negative outcomes from remote working in terms of recognition, development and networking opportunities.
So if you’re a young professional working remotely, how can you avoid the pitfalls of hybrid working? Setting your own goals can keep motivation and performance high. Meanwhile, proactively communicating your challenges and achievements to senior and peer-level colleagues can ensure that you receive guidance and recognition.
It’s a good idea to plan some of your time in the office to coordinate with team members or managers.
At the same time, it’s useful to try to schedule office visits on different days of the week. This can help maintain key relationships but also help build networks through bumping into colleagues you don’t necessarily work as closely with.
Finally, upping attendance at external conferences and events could increase your value to the organisation through encouraging innovation and fresh ideas, while keeping you aware of external employment opportunities.
By Amanda Jones, Lecturer in Organisational Behaviour and Human Resource Management, King’s College London (The Conversation)