COVID-19 offered a unique opportunity to study the perspectives of working in the office versus working from home. In a qualitative study, I interviewed 14 people who had moved from office to home because of their company’s response to COVID-19. The participants reported stress and difficulty early in the process and missed dedicated space, connectivity resources, technical support, and each other.
All participants reported the initial phases of the move from in-office to remote were rocky due to space. First, all participants reported missing a dedicated place for working. COVID-19 “stay-at-home” orders forced workers and the rest of their families, including children, to “work from home.” Finding enough space for school children, college students, and adults to work throughout the day was tough. Parents of young children had to provide lunch and other attention in addition to their work schedule. One participant described having adults, high schoolers, and college students “either in class or working on four different computers and four different corners of the house and all that.” Another called the experience “terrible” and “stressful” as she recounted tending to her young children while trying to work.
All participants also mentioned connectivity resources and technical support. When in the office, connectivity was provided and optimized for the personal computer technology given to the worker. Internet connectivity became the worker’s responsibility when working at home and generally was the regular home Internet service. The connectivity technical support included the worker’s Internet company and the corporate IT department. When in the office, the potential exists for on-site technical support but working from home, the worker must coordinate the support among the providers.
Eleven of the 14 respondents mentioned “informal communications” when asked what was missed. The respondents missed the presence of people, breakroom chats, and casual conversations. The relationships coming from these informal communication channels required a more “intentional” approach when working remote. “Presence” can also increase the speed of work-focused information as well. Individuals can no longer overhear conversations or look over the cubical wall for help with work tasks. Participants also noted effects on onboarding new employees, products, and processes.
More and more companies are adopting work-from-home. Workers enjoy the reduced commute and ability to respond to family needs. Companies enjoy reduced real estate costs and an increased resource pool. With these positives, workers and organizations must determine how communications, knowledge sharing, and presence will occur in the future workplace. Fortunately, organizations and workers are better equipped technically and logistically, and other services, such as schools and colleges, are open.
Other themes emerged throughout the study that I will cover in future posts.
Until next time!
Dr. Dave