The way people envision work has changed significantly during the pandemic, with remote work now becoming the norm. Prithwiraj Choudhury, a professor at Harvard Business School, has been studying remote work that allows individuals to work from anywhere even before the pandemic. He predicts that this form of remote work will become the norm in a decade, benefiting workers, companies, and society as a whole.
Choudhury believes that work from anywhere (WFA) is advantageous for employers because it expands the talent pool. Previously, companies were restricted to hiring locally, but with WFA, they can hire from anywhere in the country or even internationally. This increased diversity in the workforce can lead to better outcomes. Additionally, WFA has been found to increase productivity in certain conditions and can result in cost savings for companies by reducing the need for office space and facilities.
For employees, WFA offers several advantages. They have the freedom to choose where they live, allowing them to move to cheaper towns and potentially save money. They can also be closer to their families and overcome dual career challenges. Furthermore, WFA helps address immigration issues for international workers.
Concerns about remote work not being collaborative or socially fulfilling are addressed by Choudhury’s model of WFA. It includes periodic co-location with team members, allowing for face-to-face interactions. Additionally, virtual water coolers in remote work settings help create connections and foster a sense of community among colleagues.
Choudhury advocates for a flexible and uniform hybrid work model, where teams come together periodically to avoid creating disparities between in-office and remote employees. A rigid and non-uniform hybrid model could result in unequal opportunities and impact career trajectories and productivity.
What will be the consequences of forcing employees to return to the office despite their reluctance?
Companies that insist on bringing employees back to the office will face negative repercussions. While not all employees will leave, the best ones, who have more options, may receive offers from competitors. This will result in decreased productivity, diversity, and talent retention.
Can you provide details about your project with ITC Infotech to develop a remote work framework?
ITC Infotech has successfully embraced the Work From Anywhere (WFA) model. The key insight from this project is the need to reconsider management practices. This includes communication, knowledge sharing, socialization, productivity measurement, and employee well-being. I have developed a framework to guide organizations in adapting these management practices. It requires creating new practices and providing training, as many managers still hold outdated beliefs.
Is there a willingness to adopt these changes in management practices?
There are a few companies in each industry that have taken the lead in implementing these changes. My prediction is that these companies will become magnets for talent and have higher employee retention rates, which will push others to catch up. Business leaders will need to decide if they want to be ahead of the curve or lag behind by a few years.
Were we moving towards remote work even before the pandemic?
Yes, the pioneers in this movement were all-remote companies. I have been studying GitLab prior to the pandemic, as well as eXp, a real estate company with no physical offices. Now, more entrepreneurs are interested in going remote because it is financially advantageous. This trend, along with technology leaders adopting remote work, will make it a permanent phenomenon within the next 10 years.
What does this mean for where people choose to live?
WFA has the potential to revitalize smaller cities around the world. I have been studying this in Tulsa, Oklahoma, and now in Venice. There is no reason why cities like Nasik, Durgapur, or Sriperumbudur cannot attract talent in the same way as these global cities.