As remote work continues to gain traction, many leaders still remain hesitant about fully embracing the shift.
Here is another insightful gem by Guest Contributor Lisa Young - HR Coach and Founder of HRHQ.
Over the last year we have seen return-to-office mandates, refusal to adopt flexible working practices and even some companies declaring remote workers ineligible for promotion. From where we sit in HR though, we know that our people want and need (and often demand) flexibility. If we aren’t able to adapt and deliver, our talent attraction and retention strategy simply won’t stand a chance in today’s competitive market. Flexibility isn’t just a perk anymore; it’s an expectation.
So, if we can see the value in remote work, how do we turn our leaders' apprehension into action? Advocating for remote work and for our employees needs as a key part of the HR strategy often involves addressing a range of concerns from leadership and building a strong case for change. To help you navigate these conversations, here are common concerns voiced by leaders and how you might best tackle them.
What they say: “How will I know they are being productive?”
What they’re really saying: “I’m not sure how to measure productivity if I cannot see them at their desk.”
How to respond: Productivity should be measured by results and outcomes, not by merely counting bums in seats - this isn’t a school roll call. Encourage leaders to shift focus from visibility to actual performance by implementing clear performance metrics and setting measurable goals. Encourage positive assumptions and for them to trust in their team's commitment and ability to manage their work independently, reinforcing confidence rather than defaulting to doubt. To ease their concerns though, offer strategies for managing productivity issues if they do arise, ensuring they have a plan in place to tackle potential challenges.
What they say: “It will make it harder for us to collaborate and communicate as a team.”
What they are really saying: “Our current processes and practices rely heavily on face-to-face interaction.”
How to respond: Hey, maybe that’s true - but perhaps that’s a problem in itself. If that’s the case, it might be time to automate, streamline, and digitise some of those processes, regardless of whether you have remote workers. Encourage automation and the adoption of communication platforms like Slack or Teams and promote the use of video conferencing for regular check-ins and brainstorming sessions. Highlight that remote work often leads to more intentional and efficient communication, as teams become more deliberate about how they interact.
What they say: “It’ll be hard to train and onboard someone remotely.”
What they are really saying: “Our onboarding process relies heavily on in-person guidance and support.”
How to respond: Encourage them to take a look at their current in-person onboarding process; they might find it’s less efficient than they think! (In reality, most are pretty terrible). Remote onboarding however, with a structured and well-executed plan, can actually be quite effective and sometimes even better than traditional in-person methods because it requires clearer and more structured processes, enhancing self-sufficiency. If you take it a step further and automate and standardise virtual training for all new hires, you’ll not only ensure consistency and ease of replication, but it will also reduce the time, burden and disruption for leaders who need to onboard their new hire. The effort invested upfront will be well worth it.
What they say: “Remote workers won’t bond with the team like they do in the office.”
What they are really saying: “We rely on casual office interactions to build relationships, and I’m not sure how to replicate that virtually.”
How to respond: It’s true that building rapport and driving engagement will be more challenging without physical proximity. However, forming strong relationships remotely is entirely feasible with intentional effort. You can quickly make virtual engagement the default by integrating it into regular practices, such as scheduling frequent virtual social events or adding social elements to existing meetings. You can also make use of collaboration tools to create informal chat channels for non-work-related interactions—I mean, everyone bonds over a good meme right? Again, being intentional about it may even mean your team is more connected than ever.
What they say: “Remote workers won’t be as available as in-office employees.”
What they are really saying: “I’m concerned about losing the immediacy of in-person communication and quick access to employees.”
How to respond: Have they considered that being seen as ‘available’ might actually be hindering productivity due to frequent interruptions? Effective communication, practices and strategies can help to manage availability without compromising on efficiency. Set clear expectations for core working hours, response times, and availability, and use status updates in communication tools to keep track of when employees are online. Remind them that remote work often enhances focus, reducing the need for constant check-ins and allowing for deeper, uninterrupted work. They will generally only be a mouse-click away.
In short, addressing leadership’s concerns about remote work requires empathy, tact and a clear understanding of their underlying fears and scepticism. By reframing these concerns and providing practical solutions, we can effectively advocate for a remote work strategy that not only addresses our leaders apprehensions but also drives them towards better outcomes. Remote work isn’t just a trend; it’s a fundamental shift in how we think about work, and those who embrace it fully will absolutely be better positioned for the future.
