Tag: work from home

By Steve Prentice for CEOWORLD

The concept of working from home ricochets around the media like an echo in a canyon, and the stories reveal an interesting duality. First, most employees whose jobs can be done from home actually enjoy it and would like all or at least some of their job to exist there; and second, most managers and corporate leaders want their staff back at the office.

This isn’t surprising given that the culture of work for the past century has been for employees to come to an office or physical place where they can be led and supervised. But for those whose jobs are based largely on the use of a computer, the lockdown events of Covid showed an interesting new possibility. This is starting to shape this century’s second decade into something new and different, one that delivers some truths that many managers don’t want to admit.

Here are five facts about the new work-from-home paradigm:

Most employees actually want to do good work

The fear among many in management is that employees, if left unsupervised, will slack off, as if work itself is a punishment they would rather avoid. Though there will always be a few like this, most employees take pride in doing a good job, are self-motivated, and are enthusiastic about learning new skills. They don’t need to be monitored in order to do good work.

Everything that can be done at the office can be done from home

We all know that we can meet online through video chat and do self-directed work outside the office. But the component that managers always warn is missing — casual time where employees and managers can interact, chat, and create spontaneously — is also available. While some take place in the formal video chat platforms used in great number over the past two years, these interactions also happen in the newer, less formal, and more immersive online environments designed specifically for existing together in a virtual and casual place.

Work and life are blending

The 2020s aren’t the same as the 2010s or earlier. The world has changed and has become much more connected and certainly more expensive. Professionals who struggle to balance jobs with home responsibilities are looking for opportunities that are flexible in terms of work hours and times, as well as those that don’t incur commuting. Not all change is brought about by novelty. Some happens due to realities of today’s life.

Managers are responsible for many employee-workplace failures

In general, managers call meetings and send emails that interrupt the flow of concentration. They make additional requests and announce unplanned urgencies, requiring fast reprioritisation. They approve training and meeting sessions that include too much information too fast or that don’t fit an individual’s working and learning styles. This doesn’t apply to all managers, but sadly is more common that it should be. When teams and individuals are left alone more often, they actually get more done.

People are choosing to work from home anyway

The Great Resignation represents an uptick in the number of people who are resigning from their current job because the ROI just isn’t there. Their desire to do good work has been stultified by the traditional processes and pressure of the workplace. So, in greater numbers than ever, they’re voting with their feet, seeking and finding work that they can do on their terms.

To be fair, there are many great managers out there who are working hard to evolve and to create a better work environment. But many, as well as the organisations they work for, find it difficult to pivot quickly, especially when there’s so much legacy — including processes, traditions, buildings, and floor space to account for.

What can managers do? They need to dispense with the idea of being monitors and focus instead on becoming mentors. They need to establish and demonstrate trust through better, more personalised relationships with employees. And frankly, they need to step back and let their teams do the work that they truly want to do.

 

By Katrina Nicholas and Dana Hull for Bloomberg

The world’s richest man has had it with this whole working-from-home business.

Tesla Inc. Chief Executive Officer Elon Musk sent an email late Tuesday to “Everybody” at his electric-car company, elaborating on an earlier missive to executive staff about the need to be in the office. Employees at numerous companies, used to working from home or hybrid policies, have revolted against “RTO” policies and long commutes.

“Everyone at Tesla is required to spend a minimum of 40 hours in the office per week,” Musk wrote in an email titled “To be super clear.” “Moreover, the office must be where your actual colleagues are located, not some remote pseudo office. If you don’t show up, we will assume you have resigned.”

Bloomberg News confirmed that current Tesla employees received the email Wednesday morning.

“The more senior you are, the more visible must be your presence,” Musk wrote. “That is why I lived in the factory so much — so that those on the line could see me working alongside them. If I had not done that, Tesla would long ago have gone bankrupt.”

Earlier, Musk sent an email to executive staff requiring that they be in “a main Tesla office, not a remote branch office unrelated to the job duties, for example being responsible for Fremont factory human relations, but having your office be in another state.”

In recent weeks, Musk has praised Tesla China employees for “burning the 3am oil” while saying that Americans are “trying to avoid going to work at all.”

Thousands of Tesla staff in Shanghai have been effectively locked in for months, working 12-hour shifts, six days a week. Until recently, many were sleeping on the factory floor as part of a closed-loop system meant to keep Covid out and cars rolling off the production line.

Workers brought in to bring the factory back up to speed are being shuttled between the facility and sleeping quarters — either unused factories or an old military camp — with day- and night-shift workers sharing beds in makeshift dorms.

Read more: Tesla, VW Keep Shanghai Workers Isolated Even as Lockdown Eases

When a fan on Twitter asked Musk to address people who think going into work is an antiquated concept, he replied “They should pretend to work somewhere else.”

It’s not the first time Musk’s tough-love treatment of employees has come up.

Roughly two weeks before Musk reached a $44 billion deal to acquire Twitter Inc., Keith Rabois, a Silicon Valley venture capitalist and entrepreneur, tweeted an anecdote that speaks to his friend’s management style. At Space Exploration Technologies Corp., Musk once noticed a group of interns milling around while waiting in a line for coffee.

Musk threatened to fire them all if it happened again, and had security cameras installed to monitor compliance, according to Rabois, who knows Tesla’s founder from their days at PayPal Holdings Inc.

Employees at Twitter – one of the most prominent companies to allow permanent remote work – are “in for a rude awakening,” Rabois wrote in April.

By Amritesh Anaand, associate VP – pre sales at In2IT Technologies

The dramatic shift in the world of work over the past two years has seen many more people moving to a remote workforce model at least part of the time. Technology has been a key enabler in this ‘new normal’ with the adoption of cloud collaboration tools driving this capability. However, facilitating the remote workforce is not just about providing communication and remote collaboration. Instead, organisations need to effectively handle secure access to data and tools as well as multiple security challenges and network scalability issues. While there are many tools and solutions available for this, there is no cut and dried approach that will meet every business’ needs. The right IT partner has become essential.

Next-generation collaboration

Gone are the days when employees were tied to their desk, leaving only for meetings and events. Today’s employees are always on the move, working flexible hours and interacting with their company and its customers and suppliers, from just about anywhere. This makes Unified Communications (UC) a critical productivity-enhancing tool that facilitates collaboration in this new hybrid workforce.

Some might argue that distributed collaboration has become more productive than in-person meetings, and this is especially true when Artificial Intelligence (AI) and Machine Learning (ML) are integrated into collaboration tools. With AI and ML, collaboration becomes more intelligent and enhances productivity – for example, when you join a meeting, your last conversation can be made instantly available, or the last whiteboard from your team space can automatically be included in a new virtual meeting.

There is no ‘one size fits all’ approach

While some organisations have moved away from fully remote working toward a hybrid office-remote scenario, the investments intime and technology and the cost savings and productivity enhancements realised mean that the remote work trend is now here to stay. Organisations that have embraced digital transformation are realising greater success in this new world, as they are better able to meet the changing needs of their customers, and those that have not needed to catch up.

However, there is no single blueprint that all organisations can follow to ‘enable’ transformation. The tools and technologies that are required to fill the gap depend on what an organisation already has in place, what their collaboration requirements are, which applications need to be accessed remotely, and more. It is also important to have a secure connection to access applications remotely. The specific environment, network and data architecture, compliance requirements and many other factors will determine the optimal solution to effectively enabling the remote workforce.

Your IT partner is invaluable

Given the complexities involved in effectively facilitating the remote workforce and delivering the right blend of communication and collaboration tools, having a trusted IT partner has become essential. The reality is that effective collaboration is not just about a platform and a Virtual Private Network (VPN), it is about getting the right tools and access in place, supported by the appropriate controls and processes. Your IT partner will enable you to leverage end-to-end collaboration with effective security practices, a network that scales to meet requirements and has sufficient bandwidth, and appropriate access control, to mitigate the inherent risks of a remote workforce.

The reality is that irrespective of the pandemic, digital technologies are the future. By proactively preparing and supporting the shifting digital landscape, organisations will be in a far better position to be competitive no matter what happens. The pandemic has simply highlighted the need to be more adaptable and flexible and that embracing next-generation technologies can provide far between results than we could have imagined.

By The Bharat Express News

New data from Microsoft shows a clear shift in South African work habits over the past year, as what employees expect from work and what they are willing to give back has changed dramatically.

“We are simply not the same people who returned home to work at the start of 2020. Employees in South Africa are rethinking what they expect from work and voting with their feet when these new expectations are not met.

“The challenge facing every organisation is to adapt to changing employee priorities while balancing business outcomes in an unpredictable economy,” says Colin Erasmus, director of modern workplace and security at Microsoft South Africa.

Microsoft data shows four key labor trends in South Africa right now.

It’s not worth coming to the office

While most employees in South Africa are supportive of the idea of ​​a hybrid working model, data shows that people are generally unsure when to come to the office and why. Many employees also find the commute unnecessary and prefer to spend valuable time with family.

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“That means leaders face a key challenge – make the office worth the trip. The data reveals, however, that few companies around the world have created new team norms, such as hybrid work meeting etiquette, to ensure time spent together is intentional.

“The biggest opportunity for business leaders is to rethink the role of the office and clarify why, when, and how often teams should meet in person,” Microsoft said.

Is it worth it?

Perhaps one of the most valuable insights from the index is that employees have a new “worthwhile equation” and are more likely to prioritise health and wellness at work than before the pandemic.

This is particularly the case in South Africa, which is part of a region where 50% of employees report a high sense of daily stress, Microsoft said.

“It’s also clear that employees are acting on this new priority to achieve a better work-life balance. In fact, more than half of employees in the broader Middle East and North Africa region say they will prioritise a new job in 2022.”

Big disconnect

“Managers feel stuck between leadership and employee expectations. They think leaders are disconnected from employees and don’t feel empowered to help their teams. Employees agree, with about 84% of workers across the region saying they are not engaged,” Microsoft said.

The group noted that managers can help bridge changing employee expectations and leadership priorities, but according to the data, most lack the influence and resources to make changes. on behalf of their team.

In fact, nearly 70% of managers in the Middle East and Africa say they struggle to empower their employees, Microsoft said.

Flexibility versus always on

Although employees appreciate their new flexibility, there is still a need to combat digital burnout.

Leaders in South Africa are reporting productivity levels equal to or better than before the pandemic, but this has hurt employees’ work-life balance.

For the average Teams user, meetings, chat, length of the workday, and working after hours and on weekends have all increased over the past two years. In fact, since February 2020, the average Teams user has seen a 252% increase in their weekly meeting time.

“If leaders want to give employees true flexibility, they need to focus on activities rather than impact. Opinions about productivity are changing and according to the Work Trend Index, most employees believe it’s important for employers to reward the impact on hours worked,” Microsoft said.

 

Tech to boost work-from-home productivity

By Lauren Wadowsky for The Gadget Flow 

Take a look at our guide to the tech that made working from home possible. From VPNs to productivity apps, these technologies simplify work outside the office.

Technology is essential to running a business, but that’s become even more evident over the past few years. Due to global situations, many businesses had to adapt quickly to significant changes, and technology became the crutch that made it all, especially work-from-home productivity, easier.

Now that some world issues have subsided, we have adapted WFH technology to everyday life. And today, we’re breaking it down. Take a look at our guide to learn more about the tech that made work from home possible.

Cybersecurity protects work-from-home tech
A problem that appeared during lockdowns was cybersecurity. People went home and used their personal computers, which were sometimes connected to unsecured public networks for the sake of work-from-home productivity.

Unfortunately, this increased the risk that hackers would reach business data. If that business had customers or even an e-commerce aspect, hackers could be within reach of customer data and bank details.

Luckily, there have been advancements in this area. Virtual Private Networks (VPNs), end-to-end encryption, and cloud security have all allowed for more secure laptop use at home. VPNs disguise your device, allowing you to access sites worldwide while blocking hackers.

Then, end-to-end encryption makes contactless payment devices secure and doesn’t allow hackers to intercept your transfer. Furthermore, cloud security is a third party that can store your data with more protective measures.

Productivity boosters keep people on target
A big issue managers had with working from home was that they assumed productivity would decrease. It’s a natural worry. The kids are demanding, the television’s distracting, and the very idea of home evokes relaxation, not work-from-home productivity.

So it makes sense that many PC, Apple, and Android productivity apps hit the market aiming to keep productivity up. Spike, for instance, makes using Gmail easier with its Priority Inbox that transforms traditional email structures into a beautiful chat interface. In fact, productivity apps make the more arduous office tasks easier and help users manage tasks and monitor productivity.

Video calls are now a normal part of business
Another initial problem with working from home was forcing ourselves to do something we all hate: adapting to new technology quickly. Of course, video calls were nothing new, though they had previously been relegated to the occasional call to grandma.

But, with physical separation, video calls began to include teachers, students, employees, and employers. Not to mention videoconferencing with every other professional you couldn’t see in person, like doctors and therapists.

Many businesses took up platforms like Google Voice and Microsoft Teams to keep in touch with their colleagues, allowing companies to continue collaborating and practice the one rule of any human relationship: clear communication.

Overall, technology allowed many businesses to continue operating without much of a hitch during the past couple of years. We can’t wait to see how it continues to support work-from-home productivity.

Pandemic boom for Zoom, Netflix falters

By Noel Randewich and Sinéad Carew for Reuters

The collapse of Netflix’s stock on Wednesday after the company reported its first loss of customers in a decade is the latest drastic sign that Wall Street is abandoning streaming services and other pandemic winners and questioning whether they still merit growth stock valuations.

With Netflix shares tumbling 37% after the entertainment heavyweight’s disastrous quarterly report late on Tuesday, its stock market value has now fallen by two thirds from its peak of over $300 billion late last year. read more

Netflix’s market capitalization now stands at about $100 billion, by far the smallest among the so-called FAANG group of stocks – which also includes Facebook-owner Meta Platforms (FB.O), Amazon (AMZN.O), Apple (AAPL.O) and Google-owner Alphabet (GOOGL.O) – that fueled much of Wall Street’s rally in the years prior to the 2020 COVID-19 pandemic.

Facebook-owner Meta Platforms, the next least valuable FAANG company, was worth about $550 billion on Wednesday, with its stock dropping about 7% as investors dumped a range of former stay-at-home winners in the wake of Netflix’s report.

Portfolio managers who focus on high-growth stocks with pricey valuations may reflexively snap up Netflix’ deeply discounted shares following Wednesday’s selloff, putting aside the company’s increasingly difficult challenges with market saturation, password sharing and uncertainty in markets such as Ukraine and Russia, predicted Jim Bianco, president of financial market research firm Bianco Research in Chicago.

“I think it’s going to take some time for them to start to recognize whether or not Disney and Roku (ROKU.O) and Netflix and Hulu and Paramount might not be growth companies any more, that they might have hit their saturation point,” Bianco said.

Netflix’s poor report and stock selloff impacted other streaming-related stocks: Walt Disney (DIS.N) fell 5.8%, Paramount Global (PARA.O)dropped 8.1%, Warner Bros Discovery (WBD.O) fell 5.2% and Roku lost 5.8%.

Walt Disney’s video steaming service pushed Disney’s stock higher immediately after it was unveiled in 2019 and helped the theme park operator weather pandemic-related shutdowns. However, after peaking a year ago, Disney’s stock has steadily lost ground and it is now trading at levels below when Disney+ was unveiled.

Disney’s venture into video streaming lifted its forward price/earnings valuation to levels similar to Netflix’s in 2020, with Disney’s PE briefly reaching as much as 72 at a time when Netflix was valued at 58 times earnings, according to Refinitiv data. But both companies’ PEs have since fallen in tandem, reflecting tougher competition as more streaming services entered the market and the increasing financial burden of producing top tier content to attract and keep customers.

Other companies that benefited during the pandemic have also given up more of their gains in recent months as consumers venture out of their homes and shift their spending habits. Peloton Interactive (PTON.O), Zoom Video Communications (ZM.O) and Pinterest (PINS.N) have all tumbled in recent months and are now down more than 60% over the past 12 months.

While competition is growing across the streaming industry, Truist analyst Matthew Thornton believes Netflix is the most vulnerable because it is the largest and most well-established.

“They’ll feel it more than an emerging challenger,” Thornton said.

While Disney has also been hurt by pulling out of Russia because of the war in Ukraine, Thornton said the impact has already been well telegraphed to investors.

Analysts on average expect Disney to report a 29% year over year jump in revenue to $20.1 billion when it provides its quarterly results on May 11, according to Refinitiv. Analysts expect it to report a March-quarter net profit of $1.8 billion, almost double from a year ago.

Source: News24

Just 3% of white collar workers want to return to the office five days a week, according to a poll by management consultancy Advanced Workplace Associates, which warned employees will quit if bosses force them back full-time.

A full 86% of employees want to work from home at least two days a week, the consultancy said after surveying nearly 10,000 people around the world across areas including finance, technology and energy. All age groups felt the same way, they added. Workers reported a preference for commuting into cities on Tuesdays, Wednesdays and Thursdays, raising the prospect of empty offices for the rest of the week.

Many banks are geared up for flexible working after two years of Covid-19 lockdowns, with the likes of Citigroup Inc., HSBC Holdings Plc and NatWest Group Plc allowing hybrid working for many staff. Some fintech companies like Revolut Ltd. and Eigen Technologies Ltd. are even allowing staff to work entirely remotely.

“Employers have to realise that the genie is out of the bottle,” Andrew Mawson, managing director of AWA, said in a statement. “Workers have seen that flexibility can work and bosses who are not sensitive to their employees’ needs will suffer accordingly.”

NatWest expects around 87% of its 60,000 staff to split work between home and the office in the longer term. For now about 10 000 of its staff, including traders and employees in branches and data centres, still work entirely in the office, Sam Bowerman, one of the bank’s human resources directors, said in an interview earlier this month.

“We’re keen to avoid mandating X number of days per week. It’s customer led,” Bowerman said. “So far we’ve seen no detriment to productivity and the flexibility has produced a lot of goodwill.”

 

Working from home has increased digital anxiety

Working from home has spiked since the onset of the Covid-19 pandemic in March of 2020. This effort to reduce health risks may have limited the spread of the virus, but according to a new analysis by cyber security provider F-Secure, it may also have helped increase digital anxiety for those working remotely.

In a recent survey, 67% of internet users who work from home reported they increasingly worry about their online security and privacy even if nothing is wrong, compared to 58% of other users.

Senior Lecturer in Cyberpsychology at Nottingham Trent University, Dr. Lee Hadlington, who’s research interests include employees’ adherence to workplace cyber security practices, said it makes sense that people’s sudden shift to telecommuting increased their anxieties about online threats.

“It is not surprising that individuals have started to worry more about cyber security, particularly when working from home. Many individuals were thrust into the ‘new normal’ of home working with very little preparation, training, or equipment. Let’s not forget, for most individuals in a workplace environment, cyber security is generally a second thought, and is usually something that is seen as the responsibility of someone else in the company. This, coupled with the fact that many home workers have less than perfect home working environments (e.g. desks in busy parts of the house, limited/poor internet connection, limited working knowledge of internet-based technology), means that these cyber security fears could be symptomatic of a combination of factors,” he said.

While worries about online security and privacy were prevalent among all survey respondents, remote workers reported elevated concerns about a myriad of issues, including:

· 65% of those who work from home said the internet is becoming a more dangerous place, compared to 54% of other respondents.

· 63% of remote workers said concerns about data privacy have changed how they use the internet, compared to 48% of other respondents.

· 71% of remote workers said they worry that new internet connected devices—such as wearables and connected home appliances—could lead to a violation of their privacy, compared to 64% of non-remote workers.

· 70% of remote workers felt increasingly uncomfortable connecting to public WiFi due to security risks compared to 63% of other respondents.

“Working from home could also have meant that individuals may have had more time to focus on other aspects of their working life and spent more time engaging in self-reflection and aspects of self-improvement; this could have included a re-assessment of cyber risks in their daily lives. The pandemic also meant people were isolated, with many turned to the one thing they did have access to – the Internet. Of course, spending more time engaged in one activity could lead to an increase in perceptions of risk, particularly when people are being subjected to negative news stories about cyber security related issues,” Dr. Hadlington explained.

According to F-Secure Security Consultant Tom Gaffney, managing security while working remotely takes technical security measures that protect data and devices, but also steps to keep people’s personal and professional lives separate.

“Steps everyone can take to secure themselves and their privacy when they work from home include updating their devices and software, ensuring their personal devices have security software installed, and some other basic infosec measures,” said Gaffney. “But keeping your personal and professional online activities separate from one another may be as important as any of these tips. Restricting what sort of things you do on each device and during which times can be an essential way to ease digital anxiety.”

 

 

Remote working is here to stay

Source: IOL

Since the outbreak of the coronavirus pandemic, the corporate world has seen a huge move towards remote working or, at the very least, more people working from home more often.

And considering this trend has been in place across the world for almost two years, there is strong belief that it is here to stay, forever altering the office property market as we know it.

Some professionals are even refusing to return to the office or to accept new positions at companies which insist they work on site.

This presents corporates across the globe with a dilemma, and it is playing out differently from company to company. Some are luring top talent simply by allowing them to work remotely.

The compromise appears to be a hybrid approach which allows employees to work from home a stipulated number of days a week.

International trends

PwC’s US Remote Work Survey, released in January, found that remote work had been an overwhelming success for both employees and employers, with 83% of employers saying the shift had been successful for their company, compared to 73% in its June 2020 survey.

Fewer than one in five executives say they want to return to the office as it was pre-pandemic. “The rest are grappling with how widely to extend remote work options, with just 13% of executives prepared to let go of the office for good.”

The survey also found that real estate portfolios are in transition, with 87% of executives expecting to make changes to their real estate strategy over the next 12 months. These plans include consolidating office space in premier locations and/or opening more satellite locations.

“Over the next three years, while some executives expect to reduce office space, 56% expect to need more. These mixed findings show that some companies are planning to reinvest the remote work dividend in new ways in order to create a special experience in the office.”

In the UK, recent research released by the CIPD, the professional body for HR and people development, similarly reveals that employers are now more likely to say that the shift to home working has boosted productivity than they were in June 2020.

The figures are, however, lower than their US counterparts, at 33% and 28% respectively. The findings are part of a new CIPD report exploring how organisations can learn from ways of working during the pandemic to make hybrid working – a mixture of working at home and on site – a success.

The CIPD stresses the need for employers to look at flexible options beyond home working, recognising that not all roles can be performed from home.

“The pandemic has shown that ways of working that previously seemed impossible are actually possible. “Organisations should take stock and carefully consider how to make hybrid working a success, rather than rushing people back to the office when there are clearly productivity benefits to home working,” says Claire McCartney, senior policy adviser for resourcing and inclusion at the CIPD.

Employee demands

Another survey, in the US by insurance company Breeze, found that the work-from-home trend as a response to the pandemic has turned into a revolution in how people want to work.

Results showed that:

• 65% would take a 5% pay cut.

• 38% would take a 10% pay cut.

• 24% would take a 15% pay cut.

• 15% would take a 25% pay cut.

• 39% would give up health insurance benefits.

• 23% would give up 50% of their paid time off. • 36% would give up their retirement plan.

• 47% would give up mental health benefits.

• 34% would give up “their right to vote in all future local and national elections for life”.

Weighing in on the remote working debate, FNB commercial property economist John Loos says remote working has been shown over many years to work well, and is getting better as technology improves. What is surprising is that some work-from-home opponents do not see the opportunity for cost reductions.

On his LinkedIn page, Loos writes: “Employees reduce costs through less commuting, time and transport. Companies reduce costs through less office space and related infrastructure.

“On top of this, surveys… suggest that the labour market may adjust in such a way that market-related salaries of remote workers may in future be lower than office-bound employees.”

The potential savings opportunities seem “huge”. “Many employees want better quality of life, and they are prepared to take a pay cut for it. The progressive companies will see opportunity and drive greater work from home. The denialists and resisters will pay higher salary bills and battle more to retain and attract top skills until the market has punished them enough. This will be the continuation of a multi-decade trend and the office property market is likely to battle and ultimately to shrink in relative size as a result.”

Corporate response

Recently, the BBC reported that, in June, Apple chief executive Tim Cook sent out a company-wide memo telling staff they would be required back in the office by early September, and workers would be expected to be present for three days a week, with two days of remote work.

But some employees pushed back with their own letter and some even quit their jobs. This trend has been unfolding in several big corporates in the US.

Others, however, have bucked the trend by offering a full or partial switch to permanent remote working. Some of these corporates, who will no doubt attract top skills looking for such working conditions, include:

Remote working looks to be the way of the future, with some on-site work part of the mix.

By Masechaba Sefularo for EWN

While many continue with the new normal of working from home, an Ipsos survey has found that the phenomenon takes a toll on productivity and staff morale.

The online survey, which was conducted over two days, showed that companies risked losing competitiveness as productivity slumped due to working remotely.

While many said that they enjoyed working from home, they also said that they had to contend with far more distractions.

Sixty-seven percent of the respondents quizzed on how COVID-19 had affected their work-life said that they were spending more time on domestic chores and errands while 27% admitted that they were not disciplined enough to work from home.

The survey found that younger workers, between the ages of 18 and 28, were more adversely affected by working remotely.

Respondents also highlighted issues of trust, the absence of on-the-job training and a sense of isolation, which affected team cohesion and organisational culture.

 

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