Some workplace revolutions are so simple, yet so effective that they become the norm almost overnight. The phenomenal growth of remote employment illustrates this perfectly. Embraced by both employers and employees as an excellent work-life balance and productivity tool, it nonetheless does encompass two unique shortcomings – loneliness and burnout.
Burnout
The equation seems simple enough – if a remote employee is saving on preparation and “settling in” time at the office, they must have more time for work. This is not just how some employers feel; research indicates that it is often the sentiment of work-from-home employees themselves.
The same research reveals two other critical details. First, that professional workers who take advantage of flexible working arrangements display higher rates of job satisfaction and happiness. Second, the gratitude that they feel towards the company is expressed through self-allocation of additional work and voluntarily working longer hours.
These independent factors come together to create a perfect storm. The employee begins to shoulder more than his or her share of the workload while reinforcing the inaccurate perception that they are underworked. This kind of behavior is flawed and will inevitably lead to burnout in the long term. Recognizing burnout in a remote employee is more difficult because of the lack of face-to-face interaction. However, experienced managers can recognize early indicators such as regular emails at odd hours, stockpiled vacation days, and working through illness.
To prevent a downward spiral, check in with remote employees and specifically address the issue of workload during reviews. Proactively encourage family time, mental health breaks, and regular vacations.
Loneliness
Humans are inherently social creatures and a prolonged lack of meaningful interaction can entail devastating consequences. Numerous recent studies indicate that loneliness contributes significantly to shorter lifespans. An in-depth meta-study that analyzed the results of 148 studies revealed that the “magnitude of this effect is comparable with quitting smoking and it exceeds many well-known risk factors for mortality (e.g., obesity, physical inactivity).”
After the home, it is usually the workplace which satisfies our social needs. As the trend towards single person households accelerates, the role of the workplace as a safety net is more important than ever. The remote worker does not have this backstop.
Managers can use several strategies to facilitate direct interaction with remote employees and prevent loneliness from becoming a destructive factor. Regular in-office days are perhaps the best solution. They cultivate the highest rates of happiness and improve work engagement for those that work from home. These “mostly remote” staff members are also more likely to say their job offers learning and growth opportunities.
