Many companies are making employees return to office as pandemic habits start to fade. Video conferencing company Zoom is asking some of its employees to get back on-site while Amazon tracks workers to ensure they are at their office desks. This recent turnaround has imparted many debates on whether or not remote and hybrid work models will come to an end in the current workforce trend.
That isn’t necessarily the case for all, because about 76% of companies with under 500 employees still offer work location flexibility or have turned to fully remote. A work-from-anywhere policy can offer flexibility for employees while broadening the talent pool for employers. By now, almost every manager is already recruiting remote talents to their company at some level. This working arrangement can also break the interpersonal connection between colleagues and co-workers, further adding to more fear over job loss due to economic downturns. Due to remote working, at least half of professionals worry about losing their jobs.
The reason for this fear also stems from a new conundrum that derives from flexible working arrangements. Employees with higher salaries living in expensive cities face the greatest risk of job loss as organisations seek more cost-saving alternatives to recruit talent. Companies in high-cost living countries like South Korea, Hong Kong or Singapore are finding it more beneficial to hire workers with the same qualifications in developing countries such as Vietnam and the Philippines.
Globally, about 200,000 professionals in the tech sector have found themselves unemployed this year, leading many to question if relinquishing remote work would help secure their jobs. It is essential for leaders to directly address these growing concerns.
It is also worth noting that not all job losses stem from companies opting for cheaper labour abroad. Several companies still prioritise and value the presence of highly skilled, well-compensated employees in pivotal markets. But with higher salaries comes the expectation of superior performance. If such employees fail to meet the company’s standards, irrespective of their work location, it raises red flags.
Overseeing remote employees requires a shift in focus away from compensation. Aligning leadership styles with company work protocols becomes paramount. As we transition into remote or hybrid work settings, micromanagement and constant oversight become outdated. Rather, managers should cultivate a setting where employees have the space to perform independently and work proactively.
For many managers, remote work still seems like a risk when it comes to employees’ productivity. The Stanford report found that managers thought productivity was about 3.5% lower when working from home. But let’s not forget – employees slacking off on productivity isn’t a newly found phenomenon that only occurs after the pandemic. Those unwilling to work will always find excuses regardless of any work arrangements. Hence, it is essential for managers to adeptly assess team members based on their actual results.
Returning to the office can bring people together for more in-person interactions and team spirit. In tandem, the hybrid approach remains greatly beneficial to employees – such as avoiding rush hour, particularly in major cities plagued with heavy traffic. With more time savings, employees can focus on using their hours effectively while also being given the flexibility to perform and boost productivity. Ultimately, it is up to employers to offer a framework that their employees can comfortably adapt to, fostering a more pleasant and efficient work environment for everyone.
Whether or not safeguarding a position entirely depends on their work location, it is always key for both managers and employees to foster open communication within the workplace. Transparent and honest conversations about working arrangements and approaches can ensure job security and satisfaction among employees. Through open communication, productivity thrives when it is collectively embraced.
About the author
Tsubasa Nakazawa is the Managing Director of Kintone Southeast Asia Sdn. Bhd. He joined Cybozu Japan in 2014, and in 2019 was seconded to Cybozu China. He spent three years at the Shenzhen Office, in charge of the South China and Hong Kong markets. In 2022, he became Head of Southeast Asian operations and moved to Malaysia, where Cybozu established its regional headquarters.
