Many people assume that productivity relies on workers being physically present at work in order for them to perform optimally. However, since the COVID-19 pandemic, times have changed and we are noticing the benefits of hybrid working conditions more than ever.
During the pandemic, many people were forced to work from home to prevent the rapid spread of the disease. This provided a greater body of evidence on the benefits of working from home – not only in maintaining performance, but enhancing it.
Much of the current research is centred on how productivity is more about how work is structured, supported and experienced, rather than where it actually takes place. Working from home provides space to focus and to get work done without the usual office distractions.
Because there is such a large body of evidence around working from home, it is surprising that many organizations are expecting workers to be in the office full-time, citing productivity as one of the reasons. There is currently a big push for employees to head back to the office, which disproportionately impacts parents and carers who need that greater flexibility.
Productivity out of sight
For decades, organizational models equated visibility with value. Time spent at a desk was often used as a proxy for effort and output. However, more recent studies have demonstrated that this assumption is flawed.
Productivity is proven to increase when we are given the autonomy to work from home. Employees are often grateful for the time they saved on commuting, going out for lunches and having the ability to put the laundry on, which often leads them to work harder to maintain these privileges.
Knowledge work, which needs cognitive capacity and focus, often suffers from overload in office work environments. Being able to do this work in quiet spaces allows for greater creativity and focus, meaning work outputs are often higher.
Deep work is associated with higher quality output and efficiency.
Studies conducted since 2020 show an increase in productivity when working remotely. Reduced exposure to workplace interruptions, such as unscheduled meetings, ambient noise, bright artificial lighting and social distractions, allows for more sustained periods of concentration.
Psychologists call this being in the zone, or having flow, at work. Deep work is associated with higher quality output and efficiency. Importantly, productivity gains appear most pronounced in roles requiring independent, cognitively demanding tasks.
Collaborative work is essential for many roles. It generates ideas, sharing input on critical issues and can keep morale up providing the working environment is positive, but much knowledge-based work can be done flexibly, wherever a person works best.
Autonomy and control
We all know that micromanagement is detrimental to work, so one of the biggest benefits of working from home is autonomy. Not only do employees have a sense of gratitude over managing their own schedules and working at times that suit their circadian rhythm, they are more likely to create good work at times that suit them.
Having autonomy is closely aligned to a theory called the Job Demands–Resources model, which posits that having flexibility is a great moderator against work stress and job strain. Employees working remotely frequently report the ability to align their most demanding tasks with periods of peak cognitive energy.
Individuals who understand their circadian rhythm will often focus on work that is more cognitively taxing around their cycle. They know when they work optimally, so they schedule tasks that require a good deal of energy at times that work best for them.
This flexibility can lead to more efficient work patterns and reduced cognitive fatigue. Rather than adhering to rigid office schedules, workers can structure their day in ways that optimize performance.
Rather than adhering to rigid office schedules, workers can structure their day in ways that optimize performance.
Having autonomy also fosters ownership and accountability. Working from home means nobody can watch over how much work you are doing, so the only way to measure performance is through how much work is being done. This leads employees to focus on delivering high-quality work because, not only do they want to keep this privilege, but they are also able to stay focused.
Consistently working at 100 percent from 9 to 5 is not possible, but putting in 100 percent can be done when work is scheduled at optimal times.
The home environment offers opportunities for personalization that are rarely available in traditional office settings. Workers can adjust lighting, noise levels, temperature and ergonomics to suit their preferences. Bright, artificial lighting and air conditioning that is set too low can wreak havoc on a person’s health, as well as compromising their productivity. Being able to control these factors at home can do wonders for performance.
However, it is important to note that working from home relies on a well-designed home office set-up. A poorly designed space will do the opposite. In order to reap the benefits of working from home, employees need to create a quiet space that is without distractions. Clutter, noise and disruptions will lead to increased cognitive loads that will lower performance.
Performance without supervision
A key concern among employers has been the perceived loss of oversight in remote work arrangements. However, with modern technology, checking in is easier than ever. To ensure that all needs are met, employers can create KPIs that ensure employees stay focused and know exactly what they need to do and when.
Communication channels such as Teams, Zoom and Slack can allow employers to maintain ongoing communication. It also provides a more sustainable way of working, allowing employees to fit life into their work schedule.
Allowing this autonomy ensures that organizations keep key talent.
The future of work doesn’t have to mean filling seats at the office but can also include hybrid arrangements that suit everyone. This can look like part-time work from home some days or even allowing parents to leave early for school pick-ups and letting them catch up on work at a time that is mutually suitable.
Allowing this autonomy ensures that organizations keep key talent. It also means that those who need flexibility the most, such as parents, carers and those with medical conditions, are able to participate in work too.
