Remote working isn’t a new concept. While many companies had to implement remote working options during the pandemic, there are many remote-first businesses that have been operating remotely for decades. From onboarding to promotions, these companies have built every process around virtual employees, committed to ensuring everyone is involved, included and considered. 

However, not all companies are as keen on the concept of remote work — and their reservations are not entirely without merit. When companies begin to call employees back to the office, we might look at them as old-fashioned or stuck in their ways, but to have an honest and open conversation about remote work, we first have to address the reasons many business leaders have fallen out of love with remote workers. 

Every single business wants happy, engaged, productive employees. But not every business agrees that remote working is the magic key. There are concerns that remote or hybrid employees won’t assimilate into the company culture. Managers worry that they won’t be able to build as strong of a working relationship with employees, especially during those all-important early days. Yet more managers believe that no matter how dedicated employees portray themselves, they are more likely to get distracted working remotely, ultimately impacting productivity.

When discussions about remote working arise, we often see the same questions come up — how can we encourage remote employees to be more productive? How can we ensure they stay away from social media and remain on task? How can we be sure they’re working their assigned hours?

While it’s important to consider these points, we are failing to ask the really important questions about remote working. Specifically, we need to switch perspectives and ask employers — what processes do you have in place to fully support your remote employees? What measures are you taking to ensure you are allowing them to be as productive as possible?

Below are 5 questions we should be asking employers about remote working.

1. How is your organisation supporting remote wellbeing?

We’re living in a more enlightened time — we all understand how important wellbeing is to productivity, performance and morale. But how much effort is being put into your wellbeing strategy? Employees are increasingly waking up to the reality of wellbeing washing — where employers say all the right things, but deliver very little when it comes to physical and mental health. Top performers who believe their wellbeing is being overlooked are likely to look elsewhere for a more supportive employee experience. So organisations need to make this a priority — and they can’t neglect their remote talent. According to one source, one in three employees feel less able to raise mental health concerns during remote meetings. The same source reports that SMEs are the least likely to have any kind of a process in place for remote employees to report mental health issues. As many as one in five have no process at all.

Businesses need to consider what wellbeing strategies they have in place to support employees both onsite and offsite — paying lip service to wellbeing simply won’t cut it as we move into 2024 and beyond. Wellbeing measures can include anything from financial wellbeing advice to complementary mental health services (some of which can be offered through Slack) and gym discounts. It might be worth checking in with your employees to see what would be most valued and appreciated.

2. Are you providing remote employees with training opportunities?

Upskilling and growth opportunities are incredibly important to employees at the moment, remote or otherwise. In fact, according to recent research carried out into the drivers of employee engagement, training and development remains a huge determinant of employee engagement. However, 58% of people are worried that their skills have gone stale since the pandemic — and they’re looking to their employers to provide a portal to growth. According to one source, a remarkable 83% of employees see learning and development as a ‘vital factor’ behind their choice of employer.

Employers should take the time to consider whether, when it comes to training, they are providing the same opportunities to remote employees that they are to onsite employees. Your remote employees want to advance and improve. They just need the time and means to do so. Employers and managers simply need to be more intentional and proactive about developing their remote employees. Live webinars, Q&A sessions and online courses are all good options.

3. Do your remote employees have the same opportunities for advancement?

Similar to training, remote employees are looking for, and deserve, opportunities for advancement. Overlooking them simply because they are remote is discriminatory and short-sighted — these employees may well be among your top performers. There’s no reason why they shouldn’t be able to progress and advance alongside your onsite employees, and yet many sources reflect the unsavoury reality that remote and hybrid employees are being looked over for promotion.

To counter this, businesses need to ensure they are promoting based on merit, effort and experience, rather than simply who is putting in more face time at the office. Determined and driven remote employees will simply look elsewhere for advancement if they can’t progress with their current company — which will ultimatley leave you with a loss of productivity and the expense of recruitment.

4. How are you making your remote employees feel included socially?

Unsurprisingly, social isolation is a major concern for remote employees, and it needn’t be the case. Many remote-first companies have a lot of processes and practices in place to ensure remote and hybrid employees feel part of the team. But many companies get it wrong, leading to feelings of alienation and loneliness. In fact, one source claims that over 50% of remote employees are worried about workplace exclusion. No employee, remote or otherwise, should feel like an outsider at their own company.

From a welcome pack including company merch to weekly, company-wide check-ins and virtual socials, there are any number of ways to make sure remote employees feel included and accepted by their company. It takes effort, but the benefits speak for themselves — employees who feel a deep connection to their company are much more likely to stick around for the long run.

5. Are you maintaining a human connection with remote and hybrid employees?

Following on from point four, managers need to consider how much effort they’re putting in to maintaining a real connection with their remote employees. If all your communication happens over email or Slack, it’s unlikely you’ll build an authentic, trusting relationship with your remote workforce. If you never take the time to connect with your remote employees, they’ll forever feel alienated and on the periphery. 

When it comes to building real working relationships, managers should begin with regular one-on-ones with their remote employees. There’s a lot to be said for face-to-face communication, so make sure to keep the webcam on. While it’s important to keep things professional, managers can also engage in small talk and more light-hearted conversations, which will help to breed familiarity. And remember to extend your ‘open door’ policy to remote employees — let them know they can contact you whenever they need.

Asking these questions forces businesses to consider whether they are actually doing all they can for their remote and hybrid workers — but it also takes the weight off the remote employee. They shouldn’t be in a position where they need to constantly defend their right, and ability, to work flexibly. Half of the responsibility for ensuring that remote workers are able to function and perform effectively lies with the organisations themselves — and we need to start asking, and demanding answers to, these important questions.