Post pandemic, remote work has become business-as-usual for many organizations. While this shift offers incredible flexibility and access to a global talent pool, it also presents unique challenges for young professionals stepping into their careers.

Although COVID-19 may feel like a distant memory for many, the global pandemic ushered in a profound shift in the way we approach work. The most remarkable change we encountered was remote work becoming the “new norm” for many organizations. While some businesses have gradually reverted back to traditional office-based working, a large percentage have opted to extend remote or hybrid work arrangements indefinitely, having tapped into the various advantages they bring. According to Forbes, some of these are significant:

• 35% more productivity
• 40% fewer quality defects
• 41% lower absenteeism
• 12% decrease in staff turnover
• 21% higher profitability

So, the data suggest that remote working arrangements are an unquestionable improvement on how things used to be. Right?

As with most major change, whether in a single home, community, or society as a whole, it doesn’t take long for the realization to set in that adapting can bring discomfort. And sometimes, it’s not the right change for absolutely everyone.

Remote Realities Faced by Young Professionals

While the transition to remote working has brought various opportunities, it has also brought challenges. This is especially true for young professionals entering the workforce. These early-career individuals find themselves navigating uncharted territory with little to no exposure to in-office environments or the experience of working face-to-face with colleagues, leaders, and mentors.

Baris Kartal, Managing Partner of Signium Germany, comments, “We should not forget that there is also great value in on-site working environments, especially for the personal and professional development of young professionals. Young people entering the workforce need to build relationships, acquire skills, and develop their leadership potential in a virtual setting. When on-site opportunities are less available, this is not necessarily impossible, but it definitely requires more effort.”

Limited networking and mentorship opportunities

One of the primary challenges young professionals face in a remote work environment is the scarcity of in-person networking and mentorship prospects. In a traditional office setting, new recruits would have the opportunity to interact with seasoned colleagues, attend company events, and organically build networks that facilitate personal and professional growth.

However, virtual working can feel isolating, void of spontaneous conversations and serendipitous encounters. Young professionals may struggle to forge meaningful connections with their peers and find it challenging to identify and connect with potential mentors who could guide them through the early stages of their careers.

Jonas Becker, Principal at Certus Cybersecurity, manages and collaborates with people from across the globe – all operations are done remotely. Becker says, “When I first started working, I was happy to sit next to a manager and take in everything he was doing. I’m aware of the advantage I had early in my career, which was the direct result of a traditional in-office environment. Although my team now works 100% remotely, I try to offer the same advantage to them. But when it’s virtual, mentorship is something you have to be twice as intentional about as a manager.”

Difficulty in developing relationships

Establishing strong working relationships with colleagues and supervisors is an important part of a young professional’s career journey. These connections foster collaboration, knowledge sharing, and a sense of belonging. It’s also where young people learn to read social dynamics within the corporate world, practice negotiation skills, and develop a team mindset.

In a remote setting, this process becomes more complex and time-consuming. Becker elaborates: “Of all the challenges of remote working, building personal relationships is one of the most difficult ones. Being able to share a lunch, have a light conversation while making a cup of coffee, or strategize solutions together in a boardroom setting – these are the small experiences that create lasting bonds between people. It’s very difficult to duplicate these kinds of relationships in an online setting.”

Kartal echoes this concern, saying, “Remote work can be very disconnected. All too often, organizations have entire teams on a virtual call – all with their webcams off and their microphones on mute. It’s not an ideal setup for collaboration, and unfortunately likely that more than half of the participants are distracted or disengaged entirely.”

Struggles with work-life balance

Young people embarking on their careers and emerging leaders who operate remotely may find it challenging to navigate the blurred boundaries between their work and personal lives. A State of Remote Work report published by Buffer shows that 81% of remote workers check their mails outside of working hours. Without the clear separation of a physical office space, it’s easy to become consumed by work, which may lead to burnout and a diminished sense of work-life balance.

“From what I’ve seen, people with more in-office work experience are better at logging off at the end of the day. It comes from years of habit,” says Becker. “At Certus Cybersecurity, we have a typically younger demographic, many of whom have limited in-office time under their belt. I have to actively push some of my people to take time off; some of them have difficulties separating work and leisure. For organizations with remote or hybrid teams, it’s very important to make sure that employees are taking care of themselves. And again, because there’s basically no face-to-face contact with people, this requires extra effort and intention.”

How organizations can optimize on remote-work opportunities

According to an annual employer survey published by Littler in May 2024, which surveyed a diverse group of professionals in legal, human resources and other leadership roles from companies of varying sizes, 71% of US respondents use a hybrid or remote work model. It stands to reason that, if so many companies are still doing it, there must still be advantages to enjoy.

Becker weighs in: “Flexibility is one of the most significant benefits of remote working. This applies to the employee, who can schedule the day more flexibly. But it also applies to companies. Organizations that are open to remote work are given access to a wider talent pool – a global one.”

Kartal agrees, saying, “In the past, we always had to consider geographic location when searching for the right executive for an organization, or whether or not a candidate would be willing to relocate. With the prevalence of remote work, it’s becoming far easier for organizations to hire the best talent in the world.”

So, how can businesses optimize their remote working arrangements and develop the next generation of confident, competent leaders? We identify the top three strategies that companies can use to empower their young talent to thrive within remote or hybrid models.

1. Leverage virtual networking platforms

In the absence of in-person networking opportunities, organizations may encourage their people to leverage virtual networking platforms and online communities. These digital spaces provide valuable avenues for building connections and exchanging ideas with industry experts.

Platforms such as LinkedIn, industry-specific forums, and virtual events can enable young professionals to expand their professional networks and stay informed about the latest trends and developments in their field. By actively participating in these virtual communities, young talent can cultivate a sense of belonging and access valuable resources for their personal and professional growth.

2. Create virtual mentorship opportunities

To provide invaluable mentorship experiences in a remote work environment, organizations must adapt. By establishing virtual mentorship programs, companies can connect young talent with experienced leaders who can offer guidance and provide personalized support.

These virtual mentorship initiatives may include regular one-on-one meetings, group coaching sessions, and access to online learning resources. Organizations can also leverage digital platforms and collaboration tools to facilitate mentorship activities, such as virtual coffee chats, shared project collaborations, and virtual shadowing opportunities.

Becker shares how Certus Cybersecurity approaches virtual mentorship: “We want people to learn throughout their careers. We facilitate online shadowing, where employees are included in meetings and projects with more senior individuals on tasks in which they were not involved before. This gives all of us the opportunity to listen in and learn from others running the projects. For associates, we then take it a step further – we conduct mock projects and reverse shadowing so the seniors are able to assess how they implement what they’ve learned and provide constructive feedback. It all takes much longer, but it demonstrates that virtual mentorship is possible, with extra effort.”

3. Establish routines and boundaries for better wellbeing

In the absence of a physical office environment, professionals starting their careers must learn to create their own structures and routines to maintain productivity and well-being. Encouraging the adoption of healthy habits, such as setting dedicated work hours, taking regular breaks, and establishing a dedicated workspace, can help young talent avoid burnout and maintain a sense of work-life balance.

One organization that sets an exemplary example in this regard is software company, GitLab. GitLab was founded in 2011 and right from its inception, it adopted a remote working model. Recognizing that running a business remotely required careful intent, the company’s leaders produced The GitLab Handbook, a comprehensive guide that includes an entire chapter on remote working wellbeing, complete with links to resources for preventing burn-out, isolation, and anxiety.

At the core of the GitLab mental health guide, co-founder Sid Sijbrandij writes, “There’s individual freedom, and there’s peer pressure. As a company, we should take a lot of care that there’s no peer pressure to work long hours. Everyone is used to that [being pressured]. At every company I’ve been at, that was a celebrated thing. We have to be super, super careful that we do not celebrate that at GitLab.”

Being an influencer, not an authoritarian

In the words of mentorship author, Ken Poirot, “The key to successful leadership today is influence, not authority, and remote work allows for that influence to be felt regardless of physical location.”

The virtual landscape may lack the in-person opportunities of a traditional office setting, and leaders may feel uncomfortable because they feel less in control. However, embracing change and pioneering new strategies that empower young talent to thrive in this new reality will develop the skills essential to future-proofing business leadership in a world that relies on remote operations.

“The greatest skill that today’s leaders can learn is that of influence,” says Kartal. “Remote model companies are most successful when their people feel inspired to show up every day, out of a sense of loyalty and enthusiasm. Authority doesn’t inspire that, but influence does.”

www.signium.com