Many recent headlines claim that an upcoming recession will mean the end of remote work. That’s because the recession will lead to a cooling labor market, giving executives more power to force employees to comply with their demands. And while surveys show that the large majority of employees prefer to spend most or all their time working remotely, most executives want employees to be in the office.
Thus, according to these headlines, the recession will wipe out remote work. Unfortunately, they fail to grasp the key factors of a recession that will actually boost remote work.
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Leadership in an Economic Recession Requires More Discipline
It’s true that a recession will give employers more power. However, what the headline authors miss is that a recession requires getting the most return on investment from employees.
In a period of economic growth, the comfortable bottom lines for most companies gives traditionalist executives significant leeway to default to their intuitive personal and selfish preferences and intuitions for in-office work. As one such executive wrote in a recent op-ed “There’s a deeply personal reason why I want to go back to the office. It’s selfish, but I don’t care. I feel like I lost a piece of my identity in the pandemic… I’m worried that I won’t truly find myself again if I have to work from home for the rest of my life.”
Once a recession hits, executives will need to show more discipline. Rather than trusting their gut, they’ll need to rely on the hard data of what makes the most financial sense for companies. And there’s no question that a focus on profits over personal preferences will benefit remote work for many reasons.
Pandemic Productivity Growth Driven Mostly by Remote Work
We have extensive evidence showing that remote work is more productive than in-office work. A Stanford University study found that remote workers were 5% more productive than in-office workers in the summer of 2020. By the spring of 2022, remote workers became 9% more productive, since companies learned how to do remote work better and invested into more remote-friendly technology. Another study, using employee monitoring software, confirms that remote workers are substantially more productive than in-office workers.
What about concerns about team productivity in the form of collaboration and innovation, versus individual productivity? Indeed, collaboration and innovation - as opposed to individual productivity - can be weakened in remote settings. But that’s only if leaders try to shoehorn traditional office-centric methods into remote work, instead of using best practices for collaboration and innovation in remote settings, such as virtual asynchronous brainstorming. One of my clients, Applied Materials, a tech and manufacturing Fortune 200 firm, gained a substantial boost in collaboration and innovation from such techniques. A recent peer-reviewed study also found a boost for collaboration for well-designed remote work. And a study of 307 companies finds that greater worker autonomy and flexibility results in more innovation.
Overall, counting both individual and team productivity, productivity is substantially higher from remote work. A new study from the National Bureau of Economic Research (NBER) found that productivity growth in businesses widely relying on remote work like IT and finance grew from 1.1% between 2010 and 2019 to 3.3% since the start of the pandemic. Compare that to industries relying on in-person contact, such as transportation, dining and hospitality. They went from productivity growth of 0.6% between 2010 and 2019, to a decrease of 2.6% from the start of the pandemic.
Besides being more productive, remote workers are willing to work for less money. Another NBER study found that remote work decreased wage growth by 2% over the first two years of the pandemic, since employees perceive remote work as an important benefit. As a concrete example of this trend, a survey of 3,000 workers at top companies such as Google, Amazon, and Microsoft found that 64% would prefer permanent work-from-home over a $30,000 pay raise.
Relatedly, companies don’t have to pay as much in cost-of-living expenses if they’re not hiring workers who live in expensive cities near company offices. Indeed, companies that offer remote work opportunities are increasingly hiring in lower cost-of-living areas of the US and even outside the US to get the best value for talent. That’s a major reason why one of my clients, a late-stage software-as-a-service startup, decided to offer all-remote positions.
Benefits of Remote Work for Retention and Recruitment
Besides offering more productivity for less money, remote work boosts the ability of companies to get the best hires. Over 60% of Morning Consult survey respondents would be more likely to apply for a job offering remote work.
Likewise, remote work improves retention. Nearly two-thirds of respondents (64%) to an ADP Institute survey reported they would consider looking for a new job if forced to come in full-time. That includes 71% of 18-24 year olds. And flexibility ranks only behind compensation for job satisfaction in a Future Forum survey. An NBER paper reporting on a randomized trial found that offering a hybrid vs. an office-centric schedule improved retention by over a third. Thus, because over 85% of its employees preferred full-time remote work, one of my clients, the Jaeb Center for Health Research, decided to adopt a home-centric model to improve retention.
Even the Biden administration finally realized these facts. In March, Biden called for the vast majority of federal workers to return to the office. But by July, his officials defended remote work for government employees as improving recruitment, retention, and productivity. That matches surveys of government employees by Cisco, with 66% preferring to work more than half their work week remotely, and 85% saying flexibility to work from home substantially improves their job satisfaction.
Remote Work Can Improve Your Company’s Financial Health
We know that diversity improves financial performance and decision-making. That aligns with clear data showing that underrepresented employees have a strong preference for remote work compared to the average employee. Such desires stem from the reality of microaggressions and discrimination against minorities. Companies are already seeing these consequences: Meta reported that it met and even exceeded its diversity goals two years ahead of schedule due to offering remote work options.
Further financial benefits stem from a decreased need for office space and associated expenses such as utilities, cleaning, and security. An NBER report found that regions with more remote work experienced the biggest decline in demand for commercial real estate and consequent rents. Indeed, both Amazon and Meta recently announced halts on office space construction projects because so many of their employees worked remotely.
Of course, the most forward-looking organizations will still invest in office space for their employees: namely, their home offices. Another of my clients is the University of Southern California’s Information Sciences Institute, which carries out basic and applied research in machine learning and artificial intelligence, networks and cybersecurity, high-performance computing, microelectronics, and quantum information systems. It provided a wide range of home office technology and furniture to its staff to improve their productivity. Doing so is a wise investment, even in a recession.
Traditionalist Executives Will Embrace Facts About Remote Work, or Fade Into Irrelevance
The cost savings and productivity improvements associated with remote work, combined with less leeway for personal preferences due to the discipline imposed by the recession, will result in more and more traditionalist executives supporting their employees working remotely most or all of their time. To do so, they will have to overcome the challenge of cognitive dissonance, namely how they deal with contradictory information: their internal gut reactions versus external financial reality.
Traditionalist leaders fail to adopt innovative best practices for the future of work because of dangerous judgment errors known as cognitive biases. These mental blindspots impact decision making in all life areas, ranging from the future of work to relationships. Fortunately, recent research has shown effective and pragmatic strategies to defeat these dangerous judgment errors, such as by constraining our choices to best practices.
The best leaders are courageous enough to change their minds when the facts change. More timid, second-rate leaders fall into confirmation bias, the tendency to look for information that confirms their beliefs. They also suffer from the ostrich effect, denying negative facts about reality.
These less competent leaders will try to stick to their personal predilections even during a recession. As a consequence, their companies will underperform in comparison to more flexible companies, and such leaders will eventually be forced out for denying reality and replaced by more savvy leaders who endorse remote work. That’s why a recession will, in the end, boost remote work.
A recession will prove to be a boon for remote work, with more and more people working remotely. Financial planning for hard times requires getting greater returns on employee investment, engagement, and retention. In this regard, extensive evidence shows remote workers are more productive than in-office workers. They would quit instead of giving up the benefits of working from home. Workers are even willing to work for less money if offered remote positions. In fact, government officials are defending telework policies. Beyond cost reductions, companies will have a better chance of improving their financial performance because their workforce will become more diverse working remotely. Moreover, remote companies can slash operational costs because of a decreased need for office space. As a result, Traditionalist executives will be at a disadvantage in an economic downturn if they do not embrace these hard facts and change their minds. These are the facts, and a recession will only make them more obvious.
If there is a recession, having most employees working remotely will benefit the bottom line at many companies. Leaders who don't grasp this reality will fade into irrelevance as economic conditions worsen...> Click to tweet
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Originally Published at Disaster Avoidance Experts on September 27, 2022.
Bio: Dr. Gleb Tsipursky helps tech and finance industry executives drive collaboration, innovation, and retention in hybrid work. He serves as the CEO of the boutique future-of-work consultancy Disaster Avoidance Experts, which helps organizations adopt a hybrid-first culture, instead of incrementally improving on the traditional office-centric culture. A best-selling author of 7 books, he is especially well-known for his global best-sellers Never Go With Your Gut: How Pioneering Leaders Make the Best Decisions and Avoid Business Disasters (Career Press, 2019) and The Blindspots Between Us: How to Overcome Unconscious Cognitive Bias and Build Better Relationships (New Harbinger, 2020). His newest book is Leading Hybrid and Remote Teams: A Manual on Benchmarking to Best Practices for Competitive Advantage (Intentional Insights, 2021). His writing was translated into Chinese, Korean, German, Russian, Polish, Spanish, French, and other languages. His cutting-edge thought leadership was featured in over 650 articles and 550 interviews in prominent venues. They include Harvard Business Review, Fortune, Inc. Magazine, CBS News, Time, Business Insider, Government Executive, The Chronicle of Philanthropy, Fast Company, Boston Globe, New York Daily News, Fox News, USA Today, and elsewhere. His expertise comes from over 20 years of consulting, coaching, and speaking and training for mid-size and large organizations ranging from Aflac to Xerox. It also comes from his research background as a behavioral scientist. After spending 8 years getting a PhD and lecturing at the University of North Carolina at Chapel Hill, he served for 7 years as a professor at the Ohio State University’s Decision Sciences Collaborative and History Department. A proud Ukrainian, Dr. Gleb lives in Columbus, Ohio (Go Bucks!). In his free time, he makes sure to spend abundant quality time with his wife to avoid his personal life turning into a disaster. Contact him at Gleb[at]DisasterAvoidanceExperts[dot]com, follow him on LinkedIn @dr-gleb-tsipursky, Twitter @gleb_tsipursky, Instagram @dr_gleb_tsipursky, Facebook @DrGlebTsipursky, Medium @dr_gleb_tsipursky, YouTube, and RSS, and get a free copy of the Assessment on Dangerous Judgment Errors in the Workplace by signing up for the free Wise Decision Maker Course at https://disasteravoidanceexperts.com/newsletter/.
Disaster Avoidance Experts
Dr. Gleb Tsipursky is on a mission to protect leaders from dangerous judgment errors known as cognitive biases by developing the most effective decision-making strategies. A bestselling author, he wrote Never Go With Your Gut (2019), The Blindspots Between Us (2020), and The Truth Seeker’s Handbook (2017). His cutting-edge thought leadership was featured in over 400 articles and 350 interviews in Time, Fast Company, CBS News, Inc. Magazine, and CNBC. His expertise comes from over 20 years of consulting, coaching, and speaking and training experience as the CEO of Disaster Avoidance Experts, along with over 15 years in academia as a behavioral economist and cognitive neuroscientist. Contact him at Gleb[at]DisasterAvoidanceExperts[dot]com, follow him on Twitter @gleb_tsipursky, on Instagram @dr_gleb_tsipursky, and visit https://DisasterAvoidanceExperts.com/GlebTsipursky to learn more.