The psychological impact of remote working model

Many global businesses are experimenting with having employees scattered around the country and often the world. Although many companies are sticking to remote and hybrid working post-pandemic, there are signs that these models aren’t a one-size-fits-all, and many employers and employees are rethinking the efficacy of these models.

The biggest advantage of remote working is that employees have more autonomy and flexibility with their time. Employees can be productive while spending more time with family instead of sitting in traffic or working late at the office. But there’s another side to remote working that may not be as sweet.

As creatures of habit, humans often find change disruptive and confusing, especially during the first few weeks or months. Adopting a new work environment is tricky when you don’t have the right processes and systems. Besides, you can’t manage a remote or hybrid team like an office-based one. 

A look into human behaviour

Throughout the centuries, humans have longed to belong, which is why we’ve created societies and tribes.

If you think about it, every business is a “society” with its own culture. Remove people from that society and culture, and they become isolated from the values and norms critical to the society’s survival.

While digital communication tools and occasional office visits keep us in the loop, humans need more to foster a close-knit environment. A healthy culture is built on trust, which develops through shared values, understanding, goals, and hardships - all of which are difficult to achieve remotely.

Virtual events, for example, don’t offer nearly as much of an experience as in-person events. That is because humans need physical interactions that stimulate our senses to create and remember experiences.

Challenges and benefits of remote work on mental health

On paper, remote working seems like the answer to a modern working world. Gallup lists improved work-life balance (71%), time efficiency (67%), autonomy (62%), less burnout (58%), and higher productivity (51%) as the top advantages of remote working.

However, development opportunities (9%), understanding expectations and priorities (7%), feedback opportunities (6%), and recognition (5%) are at the bottom of the list.

This is concerning, considering the bottom four are what increase the employee (and human) experience.

Other challenges of remote working include:

• Less access to work resources and equipment (35%)
• Disconnect from organisational culture (32%)
• Decreased team collaboration (30%)
• Impaired working relationship with co-workers (24%)

Although the listed challenges are less prevalent than the advantages, business leaders must be present and attentive to their employees’ needs from a personal and professional perspective.

It’s nearly impossible for seasoned employees to remotely transfer knowledge and skills to newer employees and interns. In addition, newer employees can’t immerse themselves in the company because they simply aren’t exposed to its culture enough to fully experience it.

A leader’s role is to foster a collaborative environment where people can connect, demonstrate values, and have the opportunity to learn and grow personally and professionally. The result? A business built on trust, purpose, and support for employees, leaders, and, ultimately, customers.

Strategies for managing stress in remote work environments

Remote working doesn’t constitute an unhealthy company culture. However, it can cause a disconnect if not managed effectively.

Here’s how to manage stress in remote working:

Psychological safety

Leaders need to establish open communication and feedback in person and anonymously to avoid longer working hours and the risk of work bleeding into home life. This means actively listening to employees’ experiences and managing stress levels sooner rather than later.

Many employers opt for back-to-back meetings to keep control and connection with employees, but this can prove more unproductive than anything else. Instead of scheduling constant meetings, leaders should rather focus on fewer, shorter, and more intentional meetings.

Contrary to digital belief, face-to-face meetings are still critical to building relationships – whether with customers or colleagues. It establishes trust, meaning, and effort that can’t be fully acknowledged on a computer screen. Face-to-face meetings also reflect a sense of representation and connection to the business from the customer’s perspective.

Investing in a company culture means investing in the future. Culture promotes collaboration and connection, driving teams toward achieving a common goal. These meaningful human interactions bind people to shared values, ultimately building the company’s brand identity, and securing its future.

More than a number

If businesses existed purely to generate revenue, no business would achieve it. The people walking the halls and replying to emails are the people building companies, which is why employee mental health and company culture is even more critical in remote working environments.