Eye on Asia | Remote working is good for productivity, so why don’t bosses believe the data?
- As demand for remote and hybrid working grows, managers need to be retrained to stop focusing on employee presence and learn to trust the actual data
- In China, remote work can help address the pernicious 996 culture and counter the burnout that leads to young people ‘lying flat’
Half of all business leaders believe that, when employees are working “out of sight”, they don’t work as hard. Yet this belief contradicts the facts.
A more recent study from the Covid-19 era with random assignment of employees either to fully office-centric work or to some days worked remotely by Trip.com, China’s largest travel company, found that the hybrid workers had 35 per cent less attrition and that lines of code written increased by 8 per cent.
A study using employee monitoring software confirmed that the shift to remote work during the pandemic improved productivity by 5 per cent. More recent research from Stanford University showed that remote work efficiency increased throughout the pandemic, with workers reporting 5 per cent greater efficiency from home than in the office in May 2020, rising to 9 per cent in May this year. That’s because we learned how to be better at remote working.