Remote Work: A Double-Edged Sword for Employers?

The recent COVID pandemic turned workplaces on their heads where remote working quickly became a necessary solution for many organisations.

It enabled companies to continue operating amid lockdowns and restrictions with employees delivering from home offices, spare rooms and kitchen tables.

But as restrictions lifted, employers found the shift to be both a blessing and a curse, exposing ongoing challenges they might not have anticipated.

In recent years, I’ve observed several common themes among clients who are grappling with the nuances of remote work. Many of these clients face a range of challenges, including:

• Misalignment with Local Norms: Many organisations rely on global corporate models that don’t quite translate to Australian workplace culture. This creates friction, especially when employee expectations don’t align with standardised procedures or policies.
• City-Centric Mindset: Organisations that previously thrived with a single-site, CBD based setup now find themselves stretched thin trying to accommodate more flexible working arrangements that don’t revolve around a central office.
• The Forgotten Producers: those who will never benefit from WFH – examples are process operators, construction workers, frontline health and emergency staff.
• Rising Work-From-Home Expectations: While some companies had limited remote options before, there’s now a clear demand for increased WFH arrangements which can clash with long-standing corporate norms or Fair Work compliance.
• Generational Divide: With a wide range of ages and career stages represented in many organisations, from shop-floor employees to senior executives, differing expectations around flexibility, technology, and work habits can generate tension.
• Pressure to Keep Up with Trends: Organisations may feel the need to “keep up” with unverified trends to avoid being seen as outdated. This pressure can create policies without evidence-based backing, to confusion or frustration.
• Non-Statutory Leave Confusion: Remote work has introduced new forms of ‘non-attendance’, planned or otherwise, that don’t fall under traditional leave types. This blurring of attendance and leave policies can create grey areas that leave organisations uncertain about how to monitor or manage time off.
• Performance Baseline Issues: For some companies, setting clear expectations and addressing outliers in a flexible, decentralised workforce can be challenging, especially when some employees thrive remotely while others struggle.
• Limited Data on Attendance: For organisations accustomed to onsite management, tracking planned absences or even logged-in hours when working from home can be sparse, making it difficult to monitor productivity.
• Leadership Competencies: Many managers are still developing the skills needed to lead a remote workforce. The shift to WFH requires not only technical competency but also the ability to trust employees, hold them accountable and foster engagement in a distributed team environment.

For some leaders, a consistent question arises: “Where’s Betty or Fred?” when these team members go unaccounted for during working hours. Issues around availability and attendance come up regularly with absences clearly impacting productivity. Yet, in today’s workplace, raising these questions isn’t always seen as straightforward or “politically correct,” leading to a reluctance to confront the topic.

The recent case of an employee in South Australia being awarded workers compensation after sustaining an injury while working from home highlights a growing challenge for employers managing workplace safety and liability in remote environments. With employees operating outside of traditional office settings, employers now face increased complexity in monitoring and ensuring safe working conditions complying with health and safety standards and understanding the boundaries of liability. This shift requires organisations to develop clear policies and establish robust communication around expectations as well as to proactively address potential risks that may not have been as pressing in a conventional office setting.

The question remains, as employers continue navigating these challenges: How can they address remote work issues without alienating employees or feeling out of touch? The answer likely lies in a combination of setting clear expectations, establishing robust attendance guidelines and developing strong, adaptable leadership skills.

The impact of remote work is complex and its effects will continue to shape the workforce as norms and expectations evolve. For organisations aiming to stay productive and engaged, it’s essential to consider whether the benefits outweigh the challenges and to address emerging issues proactively rather than reactively.

Ken Davis

Stoke Consulting

Ken’s senior line and consulting exposure has spanned many decades in metals and automotive manufacturing and distribution, oil & gas and IT services in national and international roles. Ken has delivered direct accountability for effective change strategies, program execution and continuous improvement and innovation in Australia and internationally.