Did you watch the BBC Panorama episode this week which tackled the question of whether we should still be working from home? If you missed it, it’s on BBC i-Player at https://www.bbc.co.uk/iplayer/episodes/b006t14n/panorama and it’s a worthwhile 30 minute watch.
The programme questions whether the working from home (WFH) culture, which became a necessity during the COVID-19 pandemic, continues to be justifiable and gives views from business leaders, academics and home working employees.
As businesses strive to return to pre-pandemic levels of productivity and collaboration, many employers are now requiring employees to return to the office for at least part of the working week. This stance has sparked debates between employers and employees, raising questions about productivity, fairness, and the future of work.
Many UK employers cite productivity and communication as primary reasons for asking employees to return to the workplace. Managers argue that face-to-face collaboration promotes creativity, improves problem-solving, and strengthens team dynamics—elements that are arguably harder to achieve in a fully remote environment. In industries where speed and efficiency rely on seamless communication, the absence of informal office interactions has highlighted the limitations of remote working.
Additionally, some employers feel that a physical presence helps to maintain a clear boundary between professional and personal responsibilities. While working from home, some employees may find it challenging to focus solely on work tasks, leading to concerns about accountability and productivity. Emptying the dishwasher or putting on another load of washing aren’t in most people’s job descriptions.
Unsurprisingly, not all employees agree with their employers' stance. Many claim they are more productive working from home, free from the distractions of an open office. Others cite personal responsibilities, such as childcare, as reasons for needing greater flexibility.
However, employers argue that personal obligations, including childcare, should not impact the terms under which someone is employed. Employment contracts typically specify hours and responsibilities, and businesses expect those terms to be fulfilled regardless of work location. This has become the main area of challenge for organisations striving to balance employee needs with operational demands.
In the Panorama programme, former M&S and Asda boss, Lord Stuart Rose, makes the point that there are many industries where employees simply do not have the option to work from home but still manage to cope with everyday challenges. Industries like retail, healthcare, and manufacturing clearly require an on-site presence. Even within the same organisation, disparities between remote-capable and on-site only roles can create feelings of unfairness and resentment among employees, challenging workplace cohesion and morale.
There has been some push-back from employees who are resisting the call to return to the workplace. As revealed in the Panorama programme, some employees in government bodies, such as the Office for National Statistics (ONS), are considering industrial action to retain their ability to work remotely. This highlights how deeply WFH has become ingrained in workplace expectations for some.
For many employers, WFH arrangements were implemented hastily during the pandemic, without fully considering the management challenges they would bring. Remote working demands different leadership skills, including setting clear expectations, managing performance, and ensuring effective communication. Without proper training, managers may struggle to maintain productivity or address the needs of remote employees.
This lack of preparation is now becoming evident as it becomes increasingly clear that managers require tailored training to adapt to these new dynamics, such as the leadership and management courses offered by HR Champions Limited, which can be customised for organisations with remote or hybrid employees.
Another issue that should not be overlooked is the impact on mental health. The lack of social interaction that comes with remote working can lead to feelings of isolation and loneliness, which employers have a duty of care to address. Some employees may unwittingly be damaging their own mental wellbeing by choosing to work at home in isolation rather than in a socially interactive workplace environment. Balancing flexibility with opportunities for team interaction is vital to fostering a mentally healthy workforce.
Despite the challenges, it is clear that WFH is here to stay, at least in some form. Many businesses will need to offer hybrid working options to remain competitive in attracting and retaining talent. Additionally, the new Workers’ Rights Bill, which may allow employees to submit a flexible working request from day one, could open a “hornet’s nest” of challenges for employers, requiring even greater flexibility in workplace arrangements.
In managing an organisation where home or hybrid working becomes culturally ingrained, businesses must adapt to its challenges. This includes addressing productivity concerns, managing fairness across roles, and supporting employees’ mental health. Investing in Leadership and Management training, such as the tailored courses from HR Champions Limited, can equip managers with the skills to get the best out of remote and hybrid teams. By preparing managers to lead effectively and maintain productivity, organisations can navigate the challenged successfully while fostering a supportive and inclusive workplace environment.
Speak to us about training opportunities for your managers and Team. Call us on 01452 331331 or contact us via our contact page to discuss our open courses or bespoke in-house training specifically for your organisation.
