Remote work wasn’t invented by COVID-19, but the pandemic is what brought the concept to our attention. According to WISERD, less than 5% of us were fully remote before 2020. During Covid, however, this figure soared to 86%.
Fast-forward to 2024 and the ONS estimates that 14% of us still work fully remote, with a further 26% working hybrid. It’s the “new normal”, with the right to work from home now expected as standard.
This new reality has been met with both enthusiasm and resistance, with many employers and younger employees calling for a return to office to recover the valuable team and social connections we have lost.
Whichever side you’re on, the fact that, four years later, we’re still having the same debate highlights one critical truth: there is no one-size-fits-all solution. This is why we need a more balanced and strategic approach.
How have remote and hybrid models changed things?
The ongoing preference for remote work has eroded traditional ways of establishing workplace culture. Where we once had face-to-face communication and impromptu interactions, we now have scheduled Zoom meetings that bring little in terms of spontaneity, brainstorming and social connection to the table. This can leave people feeling unmotivated and disconnected – yet businesses are not meant to operate as an island.
Like it or not, however, remote work is here to stay. So, leaders must learn to level the playing field. A more balanced approach based on the specifics of each task is needed. A Curry’s 2020 study confirmed this, finding that whilst most people favoured solo working for concentration (55%), reading (34%) and technical tasks (26%), in-office models triumphed in terms of collaboration (46%), communication (34%), meetings (32%) and presentations (24%). Employers must therefore work out what suits their individual needs, tasks, and employees specifically, and run flexibly with that, rather than issuing a blanket WFH/RTO statement.
What can be done in more practical terms to ensure effective communication and team alignment?
In remote or hybrid settings, effective communication hinges on regular, structured interactions and clear communication protocols, as well as the chance for more spontaneous, authentic connection. Regular video meetings are essential – not just to discuss the latest idea or product but to check in, raise concerns and discuss wellbeing. This is what crafts strong team culture – knowing voices are heard, that somebody cares and that team members are always connected.
Collaborative platforms like Slack and Teams work wonders for managing and sharing workflows, as well. They’re key to maintaining essential trust, visibility and clear guidelines on communication guidelines, which support open dialogue and feedback, to help align company goals with employee actions.
Are there any other tools or technologies that boost remote productivity and/or collaboration?
While platforms like Teams, Asana and Zoom are excellent for video conferencing and task sharing, they aren’t enough to remedy the gap in company culture if used in isolation. In remote or hybrid settings, without deliberate effort to structure and manage culture, core facets like camaraderie, teamwork, brainstorming and innovation can easily slip through the digital cracks.
This need for more structured culture alignment is actually what led us to develop Culture15 – a platform that gauges culture in terms of collective behaviours – which can then be translated into unbiased numerical values to give leaders a better grasp of their current culture, whilst allowing them to identify areas in need of work. Using tools that foster an intentional and strategic approach to culture like this one is essential. It’s what allows leaders to ensure that every decision and every action aligns with both employee expectations and the company’s values and goals.
Is cultural change the responsibility of the business owner alone?
Absolutely not. People often believe that cultural change falls solely in the CEO’s hands, but this couldn’t be further from the truth. Leaders set the tone and direction, yes, but a strong company culture is centred around collective efforts and behaviours, where each team member, regardless of role or department, contributes to and shapes the culture through their actions and interactions.
This is why Culture15 defines the specific behaviours it tracks. It’s about empowering employees to take ownership of their own environment and encouraging collaboration, recognition and shared values to create a more resilient and adaptable workforce.
Has remote working benefited culture in any way? Should this style of working continue?
Remote working has its benefits and drawbacks for culture. It can challenge the sense of community and collaboration that comes with physical presence. But reframing remote and hybrid systems as opportunities to reimagine how we build and maintain culture can help. It also opens doors for more diverse and inclusive teams by rendering geographical barriers moot.
The challenge lies not in working against this global, work-from-anywhere culture, but in ensuring that it translates into a collective culture of cohesive actions, wherever team members are in the world.
Charlie Coode
Culture15 is an innovative SaaS business that provides organisations with a rigorous platform to measure and manage culture, and has since helped more than 50 organisations, across 65 countries, put culture at the heart of business performance through the power of technology, and data.
