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As we continue to adapt to new and unfamiliar ways of working, Abigail Marks (AM), Professor of Future of Work at Newcastle University Business School, gave us an interview to discuss her insights.
KB: What’s the key business challenge that organisations need to address, that your research tackles?
AM: As much as I dislike using the word ‘unprecedented’, this is clearly how we have all experienced the past ten months. One aspect of this ‘unprecedented’ period, that certainly could not be anticipated a year ago, is the extent to which the homeworking agenda has progressed. This is an enormous challenge for businesses who have to calculate how to balance employee expectations with those of the organisation; how to balance online presence and in-person meetings; to look at the environmental and social impact of homeworking as well as new regulatory change in terms of organisational responsibility for homeworkers.
KB: What advice would you give to executives, based on your findings?
AM: I would advise executives to proceed with caution. Going back to the dreaded term ‘unprecedented’ that is exactly the scenario that we are in. Making any permeant and significant changes based on this period is brave. However, we do know that both employers and employers are open to developing opportunities for homeworking. Ensure any move in this direction is undertaken with caution, thought and full engaging of employees and representative bodies.
KB: How does your latest research approach this? What do the results indicate?
AM: Our research is trying to understand how people are coping with homeworking. Whether this is something they are wanting to undertake going forwards (the majority of cases people want to work at home more). However, our work also divorces the broader opportunities afforded by coworking from the constraints on women, parents and those in crowded housing, as well as for young people. The Working@Home project is also aware of the historical impact of homeworking on advancement and development and how, at least under the current homeworking scenario, around 60% of employees are reporting musculoskeletal problems due to inadequate workstations and reduced activity. Workers are definitely working more intensively, suffering greater stress and are subject to Zoom fatigue. There is a greater focus on formal meetings and less on informal, and often more creative, interactions which may have a longer-term impact on both creativity and job satisfaction.
KB: Any final thoughts?
AM: It is absolutely clear that homeworking is at the forefront of the minds of all executives I have encountered. Leaders and managers are excited about the opportunities afforded by homeworking as well as the constraints and changes in infrastructure required for longer term homeworking to be implemented. One of remits of the Working@Home project is to work with employer to support them with insights on homeworking and to create a two-way dialogue between business and academics.