A lot has been said about the tragic, and ongoing outcomes of the COVID-19 pandemic. There has also been much discussion about the economic impact and how the pandemic led to a dramatic shift in work culture for many people. Remote working and working-from-home, while having been part of many people’s day-to-day routines for decades, emerged more obviously for others from the emergency measures such as lockdowns and quarantines.
Research in the International Journal of Business Performance Management discusses how what began as a response to health and safety concerns for many people has since become the norm and an essential component of modern work structures for many organisations. Simanchala Das, Sanam Jaswanth, Nethi Sandhya, Ponnada Satya Sumanth, and Pattem Gayathri of the KL Business School at the Koneru Lakshmaiah Education Foundation in Andhra Pradesh, India, point out that while remote work and working-from-home offer many advantages for lots of workers they also present challenges that organisations must address to maintain both productivity and employee well-being.
For many workers, the benefits of working-from-home are obvious. The flexibility to manage one’s own schedule and work environment has contributed to an improved work-life balance for so many people. Moreover, without the need to commute, employees can save time and reduce stress, factors which have been linked to increased job satisfaction. Remote work offers autonomy, allowing employees to structure their day around personal priorities within limits, and this has led to greater perceived control over their work.
Employers have recognized many advantages, including reduced overheads associated with reduced facilities and utilities needs. Remote work also opens up the possibility of hiring talent beyond the local area, increasing access to a more diverse pool of candidates.
However, the widespread adoption of working-from-home has given rise to several challenges, particularly concerning employee well-being. Isolation is a recurring issue, with many remote workers reporting feelings of loneliness and a lack of connection to their colleagues. The absence of casual, in-person interactions, can make it harder to maintain team cohesion and effective communication. This lack of face-to-face contact can hinder collaboration and may reduce creativity and innovation, which thrive in environments where ideas can be shared informally. Additionally, there are suspicions among employers and industry leaders that staff working-from-home might in some ways lead to lower productivity without the pressure of one’s boss keeping a weather eye on an employee’s work in the office, for instance.
In response to challenges associated with well-being and mental health, many organisations are recognizing the importance of creating a supportive work culture in a remote setting. This includes not only providing the necessary digital tools to facilitate communication and productivity but also fostering an environment where employees feel connected and valued. Regular virtual check-ins, team-building exercises, and informal conversations are some of the strategies that can help mitigate the sense of isolation many remote workers experience.
However, if there is a shift in emphasis to outcomes rather than hours worked, then employee and employer can benefit greatly, it seems. A results-oriented approach allows businesses to strike a balance between offering flexibility to employees while ensuring that the goals of the organisation are still being met.
Das, S., Jaswanth, S., Sandhya, N., Sumanth, P.S. and Gayathri, P. (2025) ‘Active and passive links between work from home and employee well-being: a post-COVID performance perspective’, Int. J. Business Performance Management, Vol. 26, No. 1, pp.46–58.