The True Working From Home Mentality; Is Singapore Ready?

Technology has disrupted the way we live and work. Now more than ever, remote work or working from home (WFH) is becoming more common. Companies have even used it as a tool to attract job seekers such as millennials as part of their business continuity strategy. What implications does WFH have on Human Resource (HR) in terms of policies that support flexibility whilst allowing businesses to monitor talent development? What can organizations do to capitalize on this work evolution?

The growing risk of pandemics has meant that businesses are more receptive and adaptive towards remote working and WFH is not only becoming the norm but is being hailed as an attraction for organizations to attract talent. One report shows that 92% of millennials, for example, prefer having a WFH option, even if it’s just one or two days a week. Advancements in technology have also allowed for the burgeoning of WFH and as this evolves to becoming more accepted, so must HR policies change as companies transition from the traditional work structure to adapting remote working. 

There is a fundamental productivity assurance matter that seemingly has been resolved between an employer and employee by separating the work and personal space. This, however, becomes a challenge when both work and personal spaces come together as with WFH.

How then does an employer build professional trust amongst its employees and ensure productivity? This can be done by setting expectations that are reasonable for both employer and employee as well as supervisor and subordinate. Breaking down a project into manageable tasks ensures that there are transparency and accountability. Here are some tips to get you started:

1. Keep a constant communications channel by checking-in at previously agreed times

2. Keep an open communications channel between supervisor and subordinate via texting or an agreed upon platform

3. Set achievable daily goals and tasks 

When an employee finishes his work early, is it right for him to take the rest of the day off? For the employer, yes, because that time belongs to the company and should be maximized to produce works for the organization. However, for the employee, that is just the appeal of WFH - the flexibility of taking breaks or using working hours for non-work related matters.

Instead of chaining the employee to his or her desk, why not be open to how an employee utilizes time during remote working. As long as all tasks for the day have been accomplished, allow employees the freedom of time off because, after all, working from a non-office environment has its challenges. This also has the chance of increasing employee’s productivity as it encourages them to complete tasks efficiently and effectively.

A recent Stanford report analyzed China’s largest travel agency - Ctrip’s sampling of 500 employees and found that WFH led to a 13% increase in performance out of which 9% was from working more minutes per shift with fewer breaks and sick leave, and 4% from more calls due to a quieter environment. The study’s success led to the company rolling-out the WFH option to the rest of the over 15,000 Ctrip employees, resulting in gains from WFH almost doubling to 22%. Caveats for WFH in the study included having a private room and a good broadband connection. 

In addition to the human element, organizations need to ensure that there is an infrastructure in place that is not frustrating for employees to work off on. Undoubtedly, cybersecurity is an important issue but this does not have to complicate things for employees. There are reliable VPNs and Cloud-service providers that can help with giving the necessary tools for staff to work from home. As long as there is robust training, stringent workflows and processes designed around data-protection and software applications, technology should be taken advantage of. This should be expanded to providing employees with the necessary hardware to work remotely. Operating costs can be heavily reduced if HR policies are clear on WFH entitlements as employee satisfaction goes up, less office space is needed and the talent pool is expanded with commuting being a non-factor.

Despite its popularity, WFH has its pitfalls too. Extended time away from the office may lead to isolation, lack of team bonding and discipline, and decreased morale. To combat this, encourage team bonding through events such as after-hours work dinners and put in place regulations such that WFH is a privilege, not a right. By recognizing that remote working is a benefit and not an entitlement, employees will cherish it more and work towards its scalable and successful implementation.

Another way is the 50-50 whereby teams are split into 2 teams, one of which will be WFH while the other work from the office. This way, even when it is compulsory, employees find comfort in WFH as part of a team - which was the situation some companies faced in view of the 2019 Coronavirus or COVID19 outbreak.

There is no pleasing everyone but with clear HR regulations and guidelines, a well-executed working-from-home program may prevent abuse of WFH, contribute to high levels of productivity, cost savings and safeguards a business’ continuity in the face of external difficulties such as pandemics and political instabilities.