In recent years, the workplace has experienced a significant transformation, particularly following the COVID-19 pandemic. The traditional image of an “ideal employee”—working long hours, physically present in the office, and being constantly available—no longer fits today’s work environment. Hybrid work models, including remote work and Flexible Work Arrangements (FWA), have become essential for managing talent, boosting job satisfaction, and maintaining motivation, ultimately supporting productivity in the evolving workplace.
Across Asia, countries are increasingly adopting flexible work policies to meet the evolving needs of the modern workforce. For instance, by December 1st, 2024, Singapore will require companies to establish formal processes for handling FWA requests, including clear timelines for responses and justifications for rejections. Additionally, initiatives like the Ministry of Education’s decision to remove the need for teachers to share personal phone numbers with parents highlight the push for healthier work-life boundaries. These developments reflect a growing recognition across the region that productivity, employee engagement and wellbeing are driven by flexibility and clear work-life balance, rather than constant physical presence and availability outside of work hours.
Globally, this trend is mirrored in places like Australia, where legislation now prevents employers from contacting employees after working hours, giving them the “right to disconnect”. These changes underscore a key shift—employee productivity and engagement are increasingly tied to flexibility and a balanced work-life dynamic, rather than mere visibility.
Rethinking the “Ideal Worker” Model
A 2022 study found that 96 per cent of bosses are more inclined to notice the work of employees who are physically present in the office compared to those working remotely. This preference for visibility creates challenges for companies transitioning towards hybrid work models. To fully embrace hybrid work and FWA, the belief that productivity is linked to proximity bias needs to be reconsidered.
Organisations should adopt a results-focused approach, where employees are evaluated based on their output and contributions, rather than the hours spent in the office. Cultivating trust and empowering employees to perform at their best, regardless of location, is crucial in this transition.
Addressing Concerns About FWA and Career Growth
Many employees worry that requesting FWA might negatively impact their position in the company. There is often the perception that being physically present equates to greater dedication. However, when employees feel supported in achieving a balance between work and personal commitments, it contributes significantly to their mental and physical health as well as engagement, productivity and job satisfaction. If FWA is perceived as a sign of reduced commitment, this can increase stress and ultimately impact performance.
It is important for organisations to foster an environment where FWA is not seen as a barrier to career progression. Clear and pro-active communication that FWA is part of a modern work culture focused on results, not visibility, helps alleviate these concerns.
When employees are given autonomy, their flexibility is respected and their achievements are recognised, they feel empowered. This improves productivity and well-being, benefiting both the individual and the organisation.
Balancing Work and Life in a Flexible Environment
While FWA provides autonomy, it can also blur the boundaries between personal and professional life. Remote employees may feel the pressure to always be available, which can consequently lead to burnout.
To counter this, companies should establish clear boundaries that protect employees’ personal time. To do this, employers should encourage structured working hours, regular breaks, and complete disconnection during time off to help safeguard employees’ well-being.
Managers can support this by regularly checking-in to address any concerns and ensure balance is maintained. Establishing a dedicated workspace at home can also create a separation between work and personal life.
Access to mental health resources, structured feedback, and clear time-off policies help employees recharge and maintain productivity. FWA should promote a healthy integration of work and life, and organisations need to ensure employees are not overburdened.
Strengthening Engagement in Remote Teams
One of the key challenges of hybrid work is keeping remote employees engaged and connected to their teams. Without regular office interactions, some employees may feel isolated from the company culture and their colleagues. Strong communication channels are essential for fostering collaboration and maintaining team cohesion.
Virtual meetings and mentorship, in-person or hybrid team-building activities, and informal social events can help create a sense of belonging and foster relationships for remote employees. Providing the right tools and support is critical to ensuring that employees stay productive and connected, regardless of location.
Recognising and celebrating employee achievements, whether remote or in-office, reinforces a sense of inclusion and value. A culture of recognition boosts morale, helps retention, and keeps employees motivated.
Navigating the Transition to FWA with Expert Guidance
Successfully transitioning to FWA requires a holistic approach that addresses both operational changes and employee well-being. Partnering with experts, such as International SOS, can help businesses manage the complexities of remote work. These organisations offer tailored services that address employee health, well-being, and safety.
By conducting risk assessments and offering mental health support, businesses can ensure that FWA is implemented smoothly while prioritising employee engagement and safety. This comprehensive approach helps organisations manage the logistical and emotional aspects of the transition.
Redefining Success in the Modern Workplace
The traditional notion of the “ideal worker” has evolved, with businesses now recognising the growing importance of flexibility. Success today is measured by results and maintaining a healthy work-life balance, not by the hours spent in the office.
However, the future of work remains fluid. As seen with organisations like Amazon, which have reinstated stricter in-office policies, the future may involve a blend of traditional and hybrid models. The key for businesses will be to remain adaptable, embracing hybrid work where appropriate, while staying open to shifts toward more conventional setups when necessary.
Ultimately, the ideal worker of the future will be defined not by a singular approach but by their ability to adapt to changing environments. Striking a balance between flexibility and evolving expectations will help businesses attract and retain top talent, ensuring long-term success in an ever-changing workplace.
About the author
Dr Athenais Sivaloganathan is the Health Advisor, Health & Wellbeing at International SOS, based in Singapore. She leads the development of wellbeing initiatives that include mental health, nutrition, physical activity, sleep, non-communicable and communicable diseases, as well as health promotion awareness programmes. Dr Athenais plays a key role in client engagements and health advisory support. She has a background with the NSW Government Health System, gaining experience in all major medical and surgical specialties, including working at rural and remote hospitals.
