Early times

Even high-performing employees can face a decline in job performance and engagement when working remotely. This can be due to:

• Lack of face-to-face supervision, which leads to a two-way communication gap and even mistrust.
• There is a delay in the procurement of information as remote workers aren’t able to sense the atmosphere and real-time events at the workplace, leading to a lack of ‘mutual knowledge’.
• A sense of isolation among remote workers, leading to a feeling of less belongingness within the organization.
• Distractions at home due to unplanned work-from-home transition, with employees balancing childcare and many other responsibilities along with work.

A few specific, research-backed steps that can be taken to improve the engagement and productivity of remote employees:

• Establishing Structured Daily check-ins, by establishing a daily call or touchpoint.
• Providing several different communication technology options, using virtual communication tools like Slack, Zoom, Microsoft Teams etc., and making use of video conferencing.
• Establishing clear rules of engagement for communicating with the coworkers or the managers, according to the levels of urgency.
• Providing opportunities for remote social interaction by talking about non-work activities, thereby reducing the feeling of isolation among remote workers.
• Offering encouragement and emotional support by listening to the workers, acknowledging their stress, and keeping their needs and issues in focus.

• We assume living alone provides us with freedom and independence, but the ground reality is quite different. Nomads, while staying and working alone, meet new people, but don’t make any real friends. 
• Many nomads have false assumptions about an office activity or event, and not being able to see your coworkers in person every day, leads to being ‘out of touch’.
• Constant working in isolation leads to irregular sleep patterns, mood swings and eating disorders due to a lack of routine and structure in a day.

Remote working may have tremendous advantages but research suggests that human beings aren’t meant to work in isolation. Working socially with co-workers who are good friends leads to higher engagement and satisfaction in one’s job.

For remote working to be successful, it needs to be tailored to suit one’s particular needs and personality, finding a good fit, while taking care of one’s mental well-being.

Remote working is not without its challenges, with many feeling isolated and unmotivated, being left on their own.

Communication is trickier with colleagues and bosses, and there is a general lack of transparency and chances of overworking.

• Being Tech Savvy: A Good PC/Laptop, the latest tools and software for the job, and a reliable internet connection are a must for most remote working profiles.
• Good Communication Skills: Most of the communication will be written, and one should be able to articulate complex concepts and subtleties while being concise. This link provides a handy guide.

Working from home does not mean you are a remote worker. For a lot of people “working from home” is synonymous with not really working, but instead sitting at home in comfy clothes and doing anything but working. Because no one is really watching you.

• Assume remote, even if you have only 1 person that is not coming to the office. So make sure to share all the information from meetings in a written format.
• Have a private, quiet, dedicated space for working in your home. Preferably with a door that closes.
• Have the right digital equipment.
• Over-communicate.
• Make sure you get to actual meet your colleagues face to face.
• Have a time overlap with your team.

• Though employees are happy to see the demise of daily commutes and parking hassles, they are finding out that there is no work-life balance at home.
• Most workers live in apartments that aren’t suitable for 8 to 10 hours of work every day, as it was never designed to be a full-fledged office.
• Many employees would want to get back to offices as soon as possible due to social and mental issues, like the feeling of loneliness at home.

Monitoring software that checks time spent on different applications, chat response time, and keystroke recording is now in great demand.

HR departments worldwide are fueling the use of technology to have a way to control the employees that are now no longer in the office.

Today, remote and flexible work arrangements are seen as a perk.
In 2018, a survey showed that around 3 percent of Americans worked from home on a regular basis. Due to technological advancements (starting with Blackberry), employees were working from everywhere, the subway, the café, home and during the commute.

But even after we have the technology required for remote working for about fifteen odd years, we have been slow to adopt mainstream remote working. The mass-adoption needed a catalyst, and that was provided in 2020 in the form of a deadly disease.

• The 2020 pandemic has shown that all remote working is possible, and bosses are no longer reluctant towards it, a forced change due to the present conditions.
• Many global giants like Google and Twitter have embraced remote work in a big way, in their bid to protect worker health and to reduce corporate liability.
• The unpredictable nature of the pandemic and an expectation of the second wave of infections can hamper any chance to return to offices.

Businesses can categorize employees:

• Location-independent. Knowledge workers are not dependent on location and don't need to be in an office.
• Location-frequent. These people spend half their time in an office and half remote. They need an in-person base to use for coordination and physical meetings. These are often salespeople, marketing people, back-office services (IT, HR, finance), and creative jobs.
• Mandatory in-office jobs. These involve specialized equipment that you can't put in an employee's home, such as manufacturing jobs.

Far more job functions can be done remotely if company leadership will accept it. But, remote work is not for everyone. Some jobs are tied to physical locations or equipment. Some people also do not want to work from home.

In-office employees that transition to remote work need to be equipped. Spending recommendations are:

• A one-time stipend to purchase some office furniture and other miscellaneous work equipment.
• Basic ergonomic training.
• The same class of laptop or workstation they'd get in the office.
• A monthly stipend to offset some or all home broadband costs.
• IT support costs.
• Basic, yet complete tech loadout, such as laptop, secondary monitor, mouse, keyboard, wired earbuds, USB hub, chair that meets ergonomic needs.

To make your remote workers really feel connected, use instantaneous messaging tools that organize conversations into customizable channels. You should also create channels that allow your remote workers to chat about topics unrelated to work so they can benefit from the social aspects of work and strengthen their bonds. 

Face-to-face interaction is an effective way to make your remote workers feel more connected. Holding regular video meetings will allow remote workers to get that face time they're missing and form bonds with their co-workers.

To build even stronger connections during your weekly video meetings, don't talk only about work. Add a personal touch like allowing team members to share any good news they have. 

For many of us, the office becomes a fun place due to a sense of community, purpose and fun interactions that make up an office day. To try and mimic your office culture virtually:

1. Set up Slack channels for water cooler conversation
2. Schedule virtual movie days, when the same movie is streamed with the chat option on.
3. Try to recreate virtual versions of what employees miss the most in office, like a coffee break, for instance.

Being social at office lubricates official conversations and the work itself. The more we spend time with colleagues having non-essential chatter, the easier our work becomes with them.

It helps to be creative and infuse fun into a virtual interaction. Any official conversation, like a manager meeting his subordinates in a one-on-one meeting, can start by asking about the person’s life (something unrelated to work), so that a connection is built.

Studies on long term work-from-home workers found that lack of interaction with colleagues and the lack of an office vibe can result in a disconnection from the outer world, leading to isolation.

Pitfalls of working from home: 

• Mental health disorders like anxiety, stress, and depression
• Feeling isolated
• Less self-discipline
• Lack of exercise
• Unable to keep the boundaries between work and life.