Flexibility is often cited as the main benefit of remote working. Modern technology gives us the ability to work in different ways, from a variety of locations, and at times we choose. What impact does this have on human resource issues?

A more flexible approach to working hours gives employees more control of their working day. Employment experts regard ‘time sovereignty’ – having control over your working time – to be as important to employees as the number of hours they work.

Not all individuals or roles are suitable for remote working, of course, and managing and monitoring a remote workforce can bring challenges, but where it is a viable choice, remote working offers considerable benefits to staff morale, retention rates and ultimately productivity.

With more flexible work patterns, staff can fit their work tasks round their domestic arrangements, organising their days around school-times, for example. This can lead to a more fulfilling life outside work, giving people increased opportunity to spend time with their families or enjoying pastimes. The result is a workforce that is less stressed and distracted by work-life conflicts.

Staff who are able to fit their work round family life can equally well work on uninterrupted and with fewer distractions, if they have a substantial piece of work complete.

Instead of wasting valuable time battling through rush-hour crowds, employees who work remotely can be at their desks early or, if they wish, work late, joining their work colleagues in the office only when they are really needed. As a side-effect, by cutting down on the number of commuter miles staff have to travel, organisations reduce their carbon footprint, turning pledges about corporate social responsibility (CSR) into a reality.

Remote working is a powerful retention tool. Employers who show their commitment to staff by offering them well thought-out remote options, are likely to be rewarded by increased levels of loyalty. They are able to retain the skills of experienced workers, and build and maintain knowledgeable working teams.

And our experience shows that many companies find the cost of implementation, including the provision of the necessary technology, is often outweighed by the considerable savings to be made on recruiting and training replacement staff, not to mention fixed overheads such as office space.

Employers, of course, have legislative responsibilities in regard to flexible working. The law enables parents and carers to make requests for flexible working, and places a duty on employers to consider such requests seriously. Responsible, forward-thinking organisations go far beyond these legal requirements, to the benefit of their business and their employees.

Companies who are open-minded and not wedded to the ‘nine-to-five’ culture are increasingly finding that a work-life policy that respects both individual and organisational needs is beneficial to everyone.

Points to remember when introducing remote working practices:

• Recognise the strong business case for remote working, including the positive effect it can have on staff morale, retention rates and ultimately productivity.
• Identify roles and individuals who are suitable for a more flexible approach.
• Give employees the freedom to organise their own time
• Provide them with the training and equipment to do a good job.
• Be open to new ideas and don’t stick with long-established work patterns just because you’ve always done it that way.