Does working from home count as "proper" work? According to Stuart Rose, the former boss of Marks & Spencer ( MKS.L ) and ASDA, it does not.
Speaking recently on BBC One’s Panorama, Rose, who was the chief executive of M&S and then the executive chair of Asda, claimed remote work has harmed productivity. “We are creating a whole generation and probably a generation beyond that of people who are used to actually not doing what I call proper work,” he commented, sparking anger among remote workers.
Half of UK workers work from home for at least part of the week now. And contrary to Rose’s opinion, multiple studies show flexible work — including fully remote and hybrid options — are beneficial to both workers and organisations.
In a survey of 1,026 people by the International Workplace Group, reported feeling less drained (79%), less stressed (78%) and less anxious (72%) as a result of part-time home-working. While some corporate leaders say remote work is a Covid -era privilege that only benefits workers, research suggests that when home-workers are properly supported, productivity can rise — bringing bottom-line benefits for businesses.
But as the culture war surrounding remote work grinds on, one key problem persists — stigma.
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Flexible work, including remote work and flexible hours, is the only way many people can remain in the workforce. It can be a lifeline for working parents , disabled workers, neurodivergent workers , those with caring responsibilities and more. Yet "flexibility stigma" — a biased attitude against remote workers — is still prevalent .
“The recent push-back from some employers to roll back on hybrid and remote work is unhelpful, and risks undoing some of the gains that have been made in this area since the pandemic,” says Rebecca Florisson, principal analyst at the Work Foundation think tank at Lancaster University.
“For many, remote work is not a ‘nice to have’ but a key element to their ability to get into and remain in work,” she says. “Ultimately, there is no convincing evidence that remote and hybrid working is affecting companies’ productivity or bottom line. Given the government’s aim to support more workers into the workforce and grow the economy, access to flexible working is a key lever to achieve this.”
Often, stigma stems from psychological perceptions surrounding remote work. For example, proximity bias is founded on the idea that we work better with people who are physically closer to us. It’s the false assumption that employees who work in the office — where managers can see and hear them — are more productive than their remote peers. Although this is untrue, it often leads those in positions of power to treat workers who are physically closer to them more favourably.
“There may be a preference within the business to make opportunities more suitable for office-based staff,” says career coach Jennie Bayliss, founder of Mantralis . “It may be an unconscious or conscious bias towards inhouse staff to make promotions or key projects available to the office team, due to the perception that remote workers are less visible or committed.”
Impact of remote working stigma
The negative effects of stigma can be extremely detrimental for workers and businesses. “Home workers may be working longer hours to prove themselves committed, which may lead to burnout, increased stress, and worse mental health,” says Bayliss.
“It can be pretty demoralising to feel like you have to keep justifying your value whilst feeling guilty and isolated.”
For employers, treating remote workers poorly can lead to decreased employee morale, hinder talent acquisition, limit career advancement opportunities for remote workers, and impact productivity. If workers decide to quit, a high turnover can be costly in terms of both time and money. And a poor reputation can make it difficult to attract new skilled employees.
However, offering flexibility and ensuring remote workers are treated fairly can attract a wider range of workers from different backgrounds. Treating remote workers equally also levels the playing field for workers to progress, too.
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And diversity isn’t just a moral imperative — companies in the top quartile for board-gender diversity are 27% more likely to outperform financially than those in the bottom quartile.
How to support remote workers
Supporting workers who work flexibly pays off for employers. This includes prioritising open communication and regular check-ins, to make sure everyone is included and has the opportunity to raise questions or concerns. Providing the necessary tools and technology, as well as showing people how to use it, is also essential.
For managers, being aware of ingrained biases like proximity bias is important. For example, before sending out a meeting invite, double check that you’ve not forgotten any remote workers. If you’re deciding on a promotion and have someone in mind, make sure it’s because of their skills, experience or hard work — not their in-office location.
“Consultation and training is the key to success — where managers are supported and trained to lead hybrid teams, and where workers have the right equipment in place to do work in different locations,” says Florisson.
Danny Stacy, UK head of talent intelligence at Indeed, adds: “What flexible working looks like will differ between industries and individual businesses, but the good news for employers is that different forms of flexibility are gaining popularity. Not every business is able to offer remote work, for example, and could instead put into place a shortened work week or flexi-time.
“Organisations who believe in flexibility and want to ingrain this in their culture must ensure that senior employees lead by example, so workers at all levels feel empowered to follow suit.”
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