Remote work boosts productivity, survey finds

A recent survey found that 83% of remote-friendly companies report “high” or “very high” productivity. It’s a good reminder that performance isn’t about proximity — it’s about trust, accountability, and clarity of goals. The best teams deliver results wherever they are, not just when they’re in the same room. Remote work isn’t a compromise; done right, it’s a competitive advantage. https://lnkd.in/e33FuA_4

How to solve the remote work stalemate—study offers tools for successful hybrid work https://lnkd.in/gckP74gi The remote work debate often focuses only on leadership or the ... US workers with remote-friendly jobs still work from home nearly half ...

The debate rages on. Onsite, hybrid or remote. Which is better? It’s a little more complicated than just picking one.   There have already been many studies on the topic. Remote work has been found in previous studies to improve productivity and employee retention. Remote work is also associated with higher job satisfaction, decreased stress and better work-life balance.   Not every study about working remotely though paints a rosy picture. Previous results found that remote workers move less and are more likely to feel isolated.   Researchers from the University of Michigan took an approach to studying remote, hybrid and onsite work settings that I haven’t seen yet. They decided to investigate whether there are differences in perception of the workplace culture of health (COH) based on work location. They used a previously published COH form that allows employees to rate their perceptions of how their workplace supports their health and well-being.  The tool is organized in four domains: 1. Senior leadership support, policies and practices. 2. Supervisor support 3. Co-worker support 4. Employee morale   The results are in. 🥁 Employees’ perceptions of their workplace’s COH were not dependent on work location. Essentially a ‘tie’ when it comes to how an employee perceives their employer’s support for their well-being. Why is this important? Numerous research studies have shown that how an employee perceives their employer's support for their well-being is a good proxy for engagement (i.e. an indicator of organizational success). Does my employer care about my well-being? If the answer is 'yes' then employees are more committed to their job than those who answer 'no'.   I recommend you read the whole article though to learn some of the twists and turns of how remote and hybrid working is impacting well-being. If you’re a leader, it’s especially important to get in tune with why your employees who prefer remote and hybrid work conditions are convinced these are the best situations for them.   What do you like the most about working remotely? What do you like the least?   #leadershipdevelopment #humanresources #wellbeingatwork Journal of Occupational and Environmental Medicine (JOEM) Chester Elton, what do you like about working from home and / or, what don't you like?

Scarcely a day goes by without seeing another post about an RTO push and the pushback from employees. The motivation sounds positive: we want work to be collaborative, and collaboration happens in person. But decades of research and the past five years of lived experiences show that even the most complex, collaborative work can be done remotely. So what gives? Our #CSCW2025 paper argues that RTO discussions should move beyond “where should we work” towards “how can we work better when we’re distributed”. My co-authors Diego Gomez-Zara, Dr. Liz Gerber, Darren Gergle, Noshir Contractor, Michael Massimi, and I explored what enables and hinders effective remote and hybrid work in post-pandemic workplaces. We designed and deployed a theoretically-informed survey to 1,526 U.S.-based knowledge workers, built upon decades of research in CSCW, organization science, management science, and network science. Here are five key insights for how to make the best of remote work: 𝗣𝗲𝗿𝘀𝗼𝗻𝗮𝗹 𝗙𝗮𝗺𝗶𝗹𝗶𝗮𝗿𝗶𝘁𝘆 𝗠𝗮𝘁𝘁𝗲𝗿𝘀 𝗟𝗲𝘀𝘀 Workers didn’t need to know their teammates on a personal level, but did need a strong sense of belonging on the team, which newer teams struggled with. 𝙄𝙢𝙥𝙡𝙞𝙘𝙖𝙩𝙞𝙤𝙣: encourage new members to actively participate, ask questions, and share obstacles their teammates can help with. Occasional off-sites to build rapport and team belonging may help. 𝗪𝗼𝗿𝗸𝗲𝗿𝘀 𝗮𝗻𝗱 𝗠𝗮𝗻𝗮𝗴𝗲𝗿𝘀 𝗩𝗮𝗹𝘂𝗲 𝗗𝗶𝗳𝗳𝗲𝗿𝗲𝗻𝘁 𝗙𝗮𝗰𝘁𝗼𝗿𝘀 Managers value observability; workers value autonomy. 𝙄𝙢𝙥𝙡𝙞𝙘𝙖𝙩𝙞𝙤𝙣: encourage active discussion on these differences between managers and workers, and work practices that foster trust and information sharing. 𝗛𝘆𝗯𝗿𝗶𝗱 𝗧𝗲𝗮𝗺𝘀 𝗦𝘁𝗿𝘂𝗴𝗴𝗹𝗲 𝗠𝗼𝗿𝗲 𝗧𝗵𝗮𝗻 𝗩𝗶𝗿𝘁𝘂𝗮𝗹 𝗧𝗲𝗮𝗺𝘀 Managing multiple modalities introduces friction to collaborative work, especially when norms for how to work aren't clear. 𝙄𝙢𝙥𝙡𝙞𝙘𝙖𝙩𝙞𝙤𝙣: hybrid teams need explicit norm setting and shared values so team members can be equal participants across modalities, even if some compromise is needed. 𝗥𝗲𝗹𝗶𝗮𝗯𝗶𝗹𝗶𝘁𝘆 𝗼𝗳 𝗧𝗼𝗼𝗹𝘀 𝘁𝗼 𝗦𝘂𝗽𝗽𝗼𝗿𝘁 𝗪𝗼𝗿𝗸 Routine inconveniences when collaborating (e.g., microphone off, missing document access) derail collaboration. 𝙄𝙢𝙥𝙡𝙞𝙘𝙖𝙩𝙞𝙤𝙣: teams should set clear norms for tool use (e.g., one shared folder for all team documents) as companies become increasingly dependent on cloud-based tools. 𝗡𝗼𝗿𝗺 𝗦𝗲𝘁𝘁𝗶𝗻𝗴 𝗳𝗼𝗿 𝗧𝗶𝗴𝗵𝘁𝗹𝘆 𝗖𝗼𝘂𝗽𝗹𝗲𝗱 𝗪𝗼𝗿𝗸 Highly collaborative work requires norm setting, which newly-formed teams may lack and larger teams may outgrow. 𝙄𝙢𝙥𝙡𝙞𝙘𝙖𝙩𝙞𝙤𝙣: norms should be established early, such as for when people are available and how often to share updates, and revisited as teams grow. If you’d like to learn more:  𝗥𝗲𝗮𝗱 𝗼𝘂𝗿 𝗽𝗮𝗽𝗲𝗿: https://lnkd.in/g_-GjkYk 𝗖𝗼𝗺𝗲 𝘁𝗼 𝗺𝘆 𝘁𝗮𝗹𝗸: https://lnkd.in/gGXRMtrX

A very interesting article in Forbes about the mistrust around hard work and productivity. Could lingering distrust around remote work undermine its potential, with many leaders defaulting to presenteeism rather than outcomes? Journalist Barnaby Lashbrooke outlines this mistrust can be countered through transparent measurement, trust-based management, and shifting focus from hours logged to real impact. Ultimately, the article calls for a mindset shift: remote work isn’t a productivity problem — it’s a trust and leadership challenge. WinWin4WorkLife’s Employer survey studies the employers’ sentiment towards many aspects of remote work, including productivity. Early results indicate that employers who don’t allow remote work often believe it harms productivity, while those who permit it generally experience productivity gains. #ww4wl #EUHorizon https://lnkd.in/gR5cFAqa

Remote Work Strategy 2026: How IT Leaders Can Lead the Shift: While remote and hybrid work have been part of modern business since the start of telecommunications, remote work went from an option to a necessity in 2020 during the COVID-19 pandemic. In the years since, remote work technology has continued to adv…

How Remote Work Freedom Has Become the Ultimate Recruitment and Retention Tool I'm observing a dramatic transformation in architectural talent priorities, and conventional retention approaches are becoming obsolete rapidly. Location flexibility has transitioned from optional benefit to non-negotiable requirement, compelling practices to compete on lifestyle compatibility rather than traditional compensation and recognition packages. The most strategic professionals are utilizing geographic freedom as career advancement—and they're choosing firms that recognize this evolution. The lifestyle transformation generates tangible business results. Location-independent practitioners sustaining premium client relationships while operating from international locations achieve 40% superior profit margins through cost-of-living arbitrage—combining global compensation standards with reduced operational expenses. These professionals aren't sacrificing quality; they're optimizing performance. Remote productivity specialists who've mastered effective distributed work methodologies establish additional revenue channels, earning $150K+ annually by training traditional firms in transformation strategies. Their knowledge has become crucial for staff retention, with adopting organizations experiencing 35% reduced employee turnover. The strategic benefits extend beyond individual lifestyle choices. Virtual client relationship experts cultivate meaningful partnerships across international markets without conventional face-to-face networking requirements, exponentially expanding market opportunities while maintaining efficient operational footprints. Distributed team wellness consultants creating sustainable remote work frameworks address increasing concerns about virtual team dynamics—their approaches are being acquired by major practices for six-figure annual licensing fees. Geographic flexibility isn't merely personal optimization—it's strategic business positioning. Organizations embracing location independence access talent markets unavailable to geographically-restricted competitors while achieving 25-35% overhead reductions. Future-leading practices are cultivating relationships with experts worldwide, treating geographic limitations as competitive disadvantages rather than operational requirements. Firms providing authentic location flexibility and substantial work-life integration capture disproportionate talent market advantages. 𝐈𝐧𝐬𝐢𝐝𝐞𝐫 𝐓𝐢𝐩: The most valuable location-independent professionals exceed simple remote work capabilities—they're experts in distributed collaboration frameworks who can architect seamless global work cycles, often securing 45% salary increases as organizations compete for these operational skills. To discuss transforming your remote-first talent strategy, connect with me at 𝐍𝐚𝐧𝐜𝐲.𝐇𝐨𝐫𝐧𝐞@𝐧𝐝𝐡𝐬𝐞𝐚𝐫𝐜𝐡.𝐜𝐨𝐦 #NDHSearch #RemoteArchitecture #FlexibleWork #EmployeeRetention #GeographicFreedom

Remote work is here to stay — but without clear policies, it can lead to confusion and gaps in productivity. Explore our latest guide on creating a practical and compliant Remote Work Policy that supports both flexibility and accountability. Read more: https://lnkd.in/dazjBzfA #RemoteWork #HRInsights #WorkFromHome #HRPolicy #HybridWork #PeopleManagement #HRCompliance

Rethinking Performance & Progression in a Remote-First World Remote work has rewritten the rules of performance management and career growth — yet many companies are still trying to apply office-era systems to a borderless workforce. Over the past few weeks, I’ve been diving into new research and reports from MIT HR, the World Economic Forum, and several academic studies on how remote environments reshape performance and progression. The findings are eye-opening: 🔹 Outcomes over hours — Traditional metrics like visibility and time online are becoming obsolete. The most effective remote teams focus on clarity, accountability, and measurable results. 🔹 Feedback must be continuous — Without hallway chats or body language cues, feedback needs to be more frequent, structured, and deliberate. 🔹 Visibility still matters — Remote employees often lose out on “social capital” and informal recognition. Organisations need intentional systems for showcasing contributions and enabling fair progression. 🔹 Trust is the new supervision — Micromanagement kills motivation in remote settings. Building trust through autonomy and transparent goals drives real performance. 🔹 Career paths need redesigning — Advancement shouldn’t depend on geography. Defining remote-friendly promotion criteria and virtual mentoring pathways is now essential. The research is clear: remote work doesn’t hinder performance — outdated systems do. As companies mature in their remote operations, those that embed fairness, trust, and development opportunities into their performance frameworks will attract and retain the best global talent. I’ll be sharing more on this topic — including practical frameworks for remote-friendly performance reviews and progression planning — in my upcoming newsletter for founders and people leaders managing global teams. 👉 Follow me or subscribe (link in comments) if you want to future-proof how your company measures, develops, and rewards its people in a remote-first world. #RemoteWork #PeopleOps #PerformanceManagement #CareerDevelopment #FutureOfWork #HRTech #Leadership

A four-year study featured by One Workforce Hub confirms that remote work significantly enhances well-being, productivity, and work-life balance. The findings are based on sustained behavioral data—not just pandemic-era reactions—and the source is verified as editorially supported and credible. 🧠 Key Insights from the Study: - Remote work improves sleep and reduces stress: Workers gained an average of 30 minutes of sleep per night and saved 4.5 hours weekly by eliminating commutes. - Healthier habits emerged over time: Despite initial concerns, home-based workers reported better diets, more home-cooked meals, and improved emotional regulation. - Time flexibility boosts focus and morale: Spanish data suggests telecommuters gain up to 10 extra free days annually, with one-third spent on movement and leisure. - Performance thrives when remote work is a choice: Autonomy and managerial support correlate with higher engagement and output. Forced setups during lockdowns had mixed effects, but voluntary remote models foster trust and accountability. - Digital tools strengthen team cohesion: Clear agendas, shared documentation, and asynchronous communication improve collaboration and onboarding. - Equity and inclusion require investment: Not all workers have ideal home setups. Stipends, equipment, and coworking options help close gaps and make remote work inclusive. 🔍 Source Verification: The article is published by One Workforce Hub, a platform focused on future-of-work research and policy. The content is editorially curated and cites verified studies, making it a reliable source for professional insights.