Part 2 of 2: Working From Home – A Pandemic Necessity or Future Reality?
Statistics on the productivity of employees working from home has given insight into the viability of continuing this system even after the pandemic comes to an end. Reports have shown that the pandemic has proved the success of remote working. Just because we have seen that this system can work, is that enough to argue that it should be implemented in the long-term? Interviews conducted with employees hired in the last two years has allowed for much insight into how real professionals are responding to their change in workplace.
The young professionals interviewed worked primarily in the Big 4 Accounting firms, namely PricewaterhouseCoopers (PwC) and Deloitte. All three professionals come from a variety of educational backgrounds, but have all been working at their firms for 1-2 years. All were asked the same questions in order to evaluate how they have been impacted by the changes being made and then delving into the preservation of company culture in a virtual environment.
How has switching to work remotely impacted your role at the company?
Almost across the board, no one interviewed felt that their daily roles had been impacted in a major way as a result of the switch to remote work. Shirley Tung, a Cyber and Strategic Risk Consultant at Deloitte, previously did a large amount of travel for work. Due to this, Tung’s schedule already partially consisted of working remotely. The move to exclusively remote work has meant a higher utilization of virtual meetings in order to continue getting work done, more or less efficiently than it was previously in the office. Another professional, Kandace Keating, a Tax Associate at PwC, reported that she actually found herself volunteering for more opportunities because she was remote. Especially as a new professional, there is a desire to build a repertoire and large network within your workplace in an effort to seamlessly integrate into such a large organization. Keating has used this opportunity and claims, “I have definitely raised my hand more to be a part of events and committees, allowing me to have the opportunity to engage with professionals I do not typically work with.” It almost seems as though the switch to remote working could be further used to evaluate an employee’s true intentions and commitment to a company. If the more readily available method of in-person networking is taken away, which individuals are more likely to find other ways to be involved in their organization beyond just their work description? This could lead to fostering even better company cultures.
Do you prefer in-person or remote work? If given the opportunity to permanently work remotely would you consider it?
As previously mentioned, the effectiveness, even in the short-term, of working from home has been proven. Does this necessarily mean that companies will try to cut down their costs by eliminating the old reality of massive office buildings and employee amenities? Although there are some negative impacts of working remotely, perhaps the biggest advantage and mitigating factor is the flexibility employees are afforded in their schedules. When asked about how it would feel to return to the office full-time, many seemed hesitant. Another Tax Associate from PwC, Adam Rafael, brought up the idea of creating a hybrid system once it is safe to return to the office. If given the option, splitting the week in half between in-person and remote work could help to minimize the negatives of both options while maximizing their benefits. Tung similarly considered the idea and decided that although travel was a great perk of her job that she would miss, the freedom to live and work from any area would be extremely beneficial.
Keating touched upon one of the most impactful attributes of remote work: saving time and money on commuting. In big metropolitan areas such as New York City, rent is extremely high and most people just entering the workforce opt to commute from their family homes nearby in a bid to save money. This means that many employees new to the field are more likely to accept remote working because it can be seen as a money-saving alternative. There may also be a generational difference in this regard, as more seasoned professionals may have preferences to stay in offices and not consider commuting as much of an issue. This could point to another positive impact of allowing employees the choice to work partially remotely in the future.
How has working remotely impacted your productivity?
There needs to be a recognition of bias while having this conversation in today's political and economic climate. The COVID-19 pandemic has been the cause of so much drastic change in a short period of time. Working from home is not being done voluntarily, but as a necessity. Since people are advised not to go out in general, it is possible that working from home may begin to feel suffocating as there is no escape from whatever space you are utilizing. Most people initially struggled with the host of distractions available at our fingertips while at home. Whether it be cellphone or computer access, other people in your home distracting you, or not having a proper workspace, it can be understandable why the transition may not have been very smooth. Keating, however, mentioned that as time went on these difficulties became easier to overcome. After establishing a routine and becoming acclimated to her new environment Keating was able to be just as productive as before. Rafael also had a similar experience and remarked, “we have proven that we can put out the same quality of work and even surpass it while working from home.” As long as a company hires employees that are flexible and have the ability to adapt under the circumstances, there is no reason working at home should lead to lower levels of productivity.
Do you think it is possible to preserve and develop company culture while working remotely? More specifically, do you think it has impacted your relationships with colleagues or managers in a significant way?
Some companies have been trying to get creative with how they can preserve and possibly grow company culture during such uncertain circumstances. Some employees noted that there was a steep learning curve here in this regard. In the beginning, managers may not have realized the unfortunate reality that having even over 20 people on a Zoom call can be quite hectic. Now, companies are instead setting up small group meetings of around 6 people to network and get to know one another better. Some even reported a strengthening of company culture as a result of these efforts. Keating reported, “ higher ups have made an effort to continue to communicate through emails and webcasts, trying to maintain a similar level of connection and visibility within the firm.” Especially with the slew of unrest this year including but not limited to racial and political injustices, some companies have placed an emphasis on making sure employees feel safe and respected. Leaders in organizations can help foster and build company culture even while working remotely.
These interviews have shed a great deal of light on the ultimate reality of working at home during this pandemic as well as hopes for the future. Many employees have been able to adapt to the new reality and learn how to best maximize their efficiency and opportunities in the workplace. That being said, however, it would be wrong to ignore the clear advantages of having a common workplace environment. The best approach in this matter is a compromise taking into consideration the positive and negatives of both options in order to implement a hybrid system. This would still give employees the flexibility they have come to appreciate while still providing the opportunity to network with other professionals in person and continue building face-to-face relationships. The fiscal impacts of this kind of system, however, would need to be further evaluated to ensure it can realistically be done.
Works Cited:
Kamouri , Anita, and Kate Lister. “Global Work-from-Home Experience Survey .” Global Workplace Analytics , Global Workplace Analytics , May 2020, globalworkplaceanalytics.com/wp-content/uploads/edd/2020/05/Global-Work-from-Home-Experience-Survey-Report-FINAL.pdf.
Barsness, Zoe I., et al. “Motivation and Opportunity: The Role of Remote Work, Demographic Dissimilarity, and Social Network Centrality in Impression Management.” Academy of Management Journal, vol. 48, no. 3, 2005, pp. 401–419., doi:10.5465/amj.2005.17407906.
