For many organizations, work schedule flexibility is a new part of their compensation package. It’s a powerful tool in terms of employee engagement, retention and recruiting. Remote and flexible schedules have shown to not only provide employees with higher job satisfaction, but better health, less absenteeism, increased work-life balance and less stress. This is all well and good for workers, but what do managers really think about remote work? While many understand the appeal and benefits, it’s still difficult to embrace change and work through the challenges of managing a remote and/or hybrid team.
Here’s a look at 7 reasons why managers may be resistant to remote work:
- Lack of accountability and supervision: Sure, some team members work well (and in some cases better) working remotely. Then there are those that struggle with time management, distractions and other challenges. Managers may feel that it’s more challenging to supervise employees and keep them accountable when they’re not physically present in the office.
- Loss of collaboration: Face-to-face interaction is often believed to foster a more cohesive work environment. Some managers worry that remote work can make it harder for team members to truly feel like a team. This is of particular concern for new team members and younger workers who are just starting out in their career.
- Lack of company culture: Strong in-office culture can be a key component for an organization’s retention and recruitment. Managers may worry that remote work could be a hinderance towards building this culture.
- Increase in security concerns: There may be concerns about the security of data when employees are working outside the office.
- Decrease in productivity: Some managers may feel that team members are more productive in a controlled office environment. Working from home can potentially have more distractions and chances to break from a traditional work schedule.
- Concerns about equity: In some settings, not all roles can be performed remotely or on a hybrid schedule. Allowing some employees to work from home might create perceived (or actual) inequities among team members.
- Holding onto a traditional mindset: Some managers may still have a traditional view of work that involves all team members being present at a common workplace. Change is hard and personal experiences and beliefs take time to overcome, particularly when it comes to management practices.
As we discussed last month, an annual government-wide survey conducted by the Office of Personnel Management found that more than two-thirds of federal employees are still teleworking at least occasionally. Remote and hybrid work isn’t going anywhere, but neither are the management challenges if your organization doesn’t face them head on. Leah M Joppy and Associates can help you figure out your primary challenges and work with you and your team to make remote/hybrid working a more efficient, productive and collaborative experience!
Call us at 301-670-0051 or email us at leah@lmja.com to learn more.