The future of working from home: 3 business professors weigh in

The future of working from home: 3 business professors weigh in

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Working from home has become the ‘new normal’ in many industries.

By Kennedy RyanSeptember 27, 2022

As “working from home” becomes the new norm, some companies are trying to bring employees back to the office. Others argue that return is unnecessary.

What are the advantages of online working methods? Is something lost in the company culture because of this? Is working from home as effective as a human office environment?

BrandeisNow asked three Brandeis International Business School faculty three different questions to get their perspective on the ‘new normal’ of office cultures. Benjamin Gomes-Cáceres ’76, Peter A. Petrie Professor of Business and Society, Daniel Burgesser, Associate Professor of Finance, and Ahmed Namini, Professor of Business Analytics Practice, share their thoughts.

Ben Gomes-Cáceres ’76, Peter A. Petrie Professor of Business and Society

What are some benefits of online careers?

Gomes-CáceresThe rise of remote work is a revolution—suddenly we have a new way to interact and collaborate. When communication technologies such as the telephone and the Internet came to market, they changed the way we live and work. Today, remote work technologies are disrupting the way we live, shop, and work.

It’s almost as if we were content to live on the island without being able to swim before covid. Then the island was suddenly flooded and we were forced to learn to swim. Once the water recedes, this new skill opens up new vistas, and it’s fun!

That is what happens in our way of working, especially in the knowledge industries. Most businesses were satisfied with in-person, office-based operations. Then they were forced to learn to work remotely. Now you know that remote work can be effective and useful. It also extends teams’ geographic reach and diversity, cuts commuting time, and helps coordinate home and work.

Depending on the industry and the task, remote work is more or less effective, even possible. Take telehealth – it’s an important new method in mental health, but not in podiatry. In my field, while we know that distance learning doesn’t work in K-12, we find that it works well in graduate and professional studies. But in all cases, we have learned a new way of doing things, and as new technologies are created, that way will be better.

Now that businesses are working online and with many different teams, they need to learn to manage that environment to get the most out of it. It’s not the same as running an in-person office or meeting.

This revolution will increase opportunities for in-person, office-based jobs. That means those in-person activities need to be more productive and engaging than ever before—otherwise the meeting might as well just be zooming in, right?

That’s why the back-to-office movement sometimes feels forced, or a battle between bosses and workers, or between baby boomers and younger generations. How much remote work should there be? The push and pull we’ve seen is likely how the issue will be resolved. Also, each new labor technology brought new conflicts in the workplace.

But there must be better ways to deal with it. First, we must return to the island to reassess why we need offices and how best to use them. At the same time, we acknowledge that online meetings and remote work may be superior for some jobs and especially for some people. Then we need to find flexible ways to get people to do their best work regardless of the environment.

I know it’s easier said than done. But building a suitable culture and work environment is a management choice. Organizations that take advantage of this opportunity will attract the best talent.

Associate Professor of Finance Daniel Burgesser

Is there something missing from home culture at work?

mountain tension; I think remote working can be used as a successful compliment to an in-person job. Companies are experimenting with things that can be done in person and things that can be done remotely, and I don’t think we have a universal formula for success yet.

Working as a team member, it is easier to build trust and confidence among colleagues by being physically present. If your team was built before the pandemic, there’s no need to develop trust as it already was.

There is a tension between the needs of senior staff who want to do what is best for themselves and new staff, such as our young graduates. Being in person is helpful for mentoring and building new relationships.

I think it takes a certain amount of experimentation to figure out what works well. A business environment can be 90 percent virtual; Most relationships don’t need to happen in person. But I suspect that a certain amount of physical presence will continue to be useful in an increasingly virtual world.

Ahmed Namini, professor of business analysis practice

Do you think ‘working from home’ is as effective as working in person?

Namini: I think for the price point, a hybrid format works better. I don’t think companies should continue to operate out of expensive office spaces, even though some professions have no choice but to meet in person. Healthcare, laboratory research and manufacturing come to mind. Even if people aren’t physically in the office, they’re more efficient than zooming in on their desktops. This flexibility and reduced commuting time and cost allows people to spend more hours at work.

We also saw a new immediacy. If there is an earlier meeting at 10:00, people will make small talk and eventually wander off to the office. Now if a meeting is at 10 o’clock people join and start on time. It’s productive and people are more engaged, more attentive, and more engaged in the conversation when their image is broadcast to a larger audience. Private protections can still be done through live chats and chat broadcasts to all participants.

Personally, I enjoy going to the office because I have distractions at home, such as the television, the dog, and the refrigerator. But if people feel that they can produce better quality work from home, they should be given this opportunity. For me, I enjoy the flexibility and the quality of my interactions with others during office hours, classrooms, and general meetings seems to be better.

We’ve reached a point where work-life balance is as valuable as a salary. I tell my students to join a company that treats you as a person, not a commodity. Employers don’t care about the location if the job is getting done. I think it takes faith, maturity and resources to manage this practice, but anything that improves the quality of human life and economic productivity should be encouraged.