Research shows the costs and benefits of remote work, as our article from April explains
Videoconferencing platforms, such as Microsoft Teams and Zoom , made remote work possible as covid-19 spread and countries locked down. Staff once needed permission to work from home; they now need it to go to the office. All kinds of work that once took place in person—from yoga classes to medical appointments—have moved online. The daily number of participants in Zoom meetings jumped from around 10m at most at the end of December 2019 to more than 300m four months later.
Building trust without these social cues is difficult, says Paul Fisher. Mr Fisher, who teaches negotiation at the Saïd Business School at Oxford University, has recently started a module on virtual communication. Every late response to an email and glance to the side on a video call breeds suspicion. Virtual negotiations are “more likely to reach an impasse”, Mr Fisher says, as negotiators struggle to understand each other’s emotions and grow frustrated.
The past year has also shown that, to the surprise of some bosses, many people labour harder when they barely have to get out of their pyjamas. According to a study of 3m employees at 21,500 companies published in September by Harvard Business School, they worked longer hours, dealt with more emails and attended more meetings when the pandemic struck and work first shifted online.
Some feel uncomfortable about blurring the boundaries between their home and work lives, but it is also helping co-workers get to know one another. One in five people has met colleagues’ pets or families virtually during the pandemic, according to a Microsoft survey. That breeds comradeship. One in six has cried with a co-worker as the stresses of lockdowns take their toll, according to the same poll.
The coming months will be devoted to working out how to avoid the worst aspects of telework. Harry Moseley, chief information officer at Zoom, takes his dog for a walk twice a day in lieu of a commute. He opts for audio-only calls when he is on the go or speaking briefly with colleagues he knows well. Non-stop videoconferencing over an eight-hour workday leaves users exhausted and bottom-sore.
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