Editorial
One of the long-standing accusations about remote work is that it hampers a person's career progression. Research out of Harvard a few years ago illustrated the point, which found that remote work could be particularly harmful to the careers of those relatively new to the workforce.
“We see that young workers learn more when they are working near their co-workers,” the researchers explained. “In our data, this leads to more promotions, pay raises and top evaluations in the long run.”
Are Remote Workers ‘Out of Sight, Out of Mind’?
Recent research from the University of Warsaw confirmed this challenge, which explored how managers in the UK assessed candidates for vacancies in their firm.
The results show that managers were less inclined to give either a pay raise or a promotion to people who work from home, whether full-time or even part-time. When quizzed on why this is, they revealed that remote workers are often viewed as being less committed and poorer performers, even if there is scant evidence to support the view.
Sadly, most of these opinions were little short of prejudice, as the managers were not shown any actual performance or engagement data to support their position, yet they nonetheless viewed remote workers negatively.
In tangible terms, this meant they would be less likely to promote people who worked remotely, and they'd be less likely to reward them with a pay raise. Things were seldom any better for hybrid workers, as they were also less likely to be promoted or offered a pay raise, although slightly more so than their fully remote peers.
"Our findings reveal that hybrid workers face poorer career prospects than office-based workers, because managers perceive them as under-performing," the researchers explained. "Such practices may be driven by managers' belief that employees should demonstrate high commitment to work by being present at the workplace and continuously available to employers' needs."
Shattering the Remote Worker Myth
Thankfully, this dismal situation was changed when managers were actually given performance data. When the facts were laid bare, hybrid workers were just as likely to get a pay raise or a promotion as those working in the office full-time.
Things remained stacked against those who work remotely full-time, however, who were still 10% less likely to get a promotion and 6.5% less likely to be offered a pay raise. Remember, this was despite managers being shown that there was no performance differential between remote and on-premises workers.
There remains this notion that devotion to one's work is best shown by being present in the office as much as possible. Long hours and maximum face time are the best way of showing managers that they're willing and available whenever required. Working from home deviates from this norm, and people are subsequently viewed as being less committed.
"As a result, workers might be denied promotions, salary raises or training opportunities, regardless of their actual performance at work," the researchers explained.
Remote Worker Management Matters
It should perhaps be no surprise, therefore, that research from the Universitat Oberta de Catalunya shows how important good management is for remote workers. The study shows that managers can't expect to operate in the same way as they did when teams were all on site.
Not only does this require practical changes in how they manage, it also requires them to believe that employees who work remotely are as effective and as committed as those who work on site. Workplace culture is important, a point that cannot be repeated often enough.
A fresh approach to management also tackles the networking issue identified by the Harvard research. That networks are important for our careers is unmistakable. For instance, research from the London Business School shows that our connections are key when it comes to moving jobs.
Historically, there have been concerns that working remotely makes it harder to form the kind of relationships so vital for our careers. This doesn't have to be the case, however, and managers can promote team building in a virtual environment through 36 questions that are designed to help us get to know one another better.
Similarly, we make remote working more personal by not blurring out our backgrounds, but instead ensuring that people have a glimpse into our lives. These are examples of how remote working works for all concerned, but we need managers to move beyond their prejudices and create cultures and environments that make it work.
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Editor's Note: Catch up on more of the in office – remote work dynamic below:
- CEOs Blame Work From Home for Company Failings. Here's Why They're Wrong — Remote work has become a scapegoat for all sorts of company shortcomings. Here's what those claims leave out.
- Return-to-Office Myths, Realities and the Future of Work — It's time we have an honest and open conversation about the way we work, and it starts by unpacking some of the biggest RTO myths.
- Why the Best Work Policy Lies in the Middle — Work isn't one-size-fits-all, and our approach to where it happens should embrace that reality.
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