Embracing remote work: A blueprint for success and employee wellbeing

As different companies grapple with the future of the workplace, one thing is clear: remote working is here to stay.  The pandemic forced this seismic shift and the debate around the most appropriate model rages on.  Management teams are reacting to this new way of working in various ways.  Some are totally against it.  Some are managing new hybrid models well.  And a few are muddling through, unsure how to go fully remote, or how to make a success of it.

Plus ça change for some

Green Man Gaming is now fully remote.  Our company results have never been better, and our employees are extremely satisfied.  While we may not have all the answers, our experience can certainly provide some useful insights, if not a plan forward for companies looking to embark on a similar journey.  These lessons are not unique to our industry, and are capable of a wide application.  Anecdotally, team members who have served in the armed forces have pointed out their original “remote working” model – where communication often takes place over the radio for weeks, if not months!  Plus ça change for pilots and the like, to whom this is nothing new.

Three pillared plan

To successfully implement a fully remote working plan, in which all stakeholders play a role, we focused on three core pillars: strong leadership, a clear change management programme, and an unfaltering emphasis on employee voice.  We did not impose a top-down scheme; instead, we let our employees have their say. 

Our Life after Lockdown survey set the tone: revealing that 68% of our employees preferred working remotely, with 80% being happy with no permanent office at all.  This democratic approach to the transition left our team feeling in control, reassured, and supported, laying the groundwork for a new virtual company culture.

Anticipating concerns…

Addressing potential concerns early was essential to maintain confidence.  We introduced a Slack channel dedicated to brainstorming new ways of working; held regular focus groups; and offered one-to-one consultations to address individual needs.  Financial support for home office setups and enhanced wellbeing provisions, such as mental health and cognitive training and weekly virtual meetups which we termed water cooler sessions, ensured that we stayed connected.

Blurred lines and quiet quitting

Remote working can run the risk of blurring the line between personal and professional life.  We set clear boundaries, blocking out focus time, and ensured data protection, privacy and cybersecurity.  Our approach prioritised flexibility over rigid schedules, while maintaining clear policies outlining expectations and transparency.  These include guidelines for in-person meetings, training, and events.  In the current landscape, issues like "quiet quitting" and economic uncertainty must be kept in mind too. 

Honesty is key.  Management must be upfront and admit they do not have a crystal ball, but are committed to adapting and reacting with empathy when new concerns arise.

Happy employees are productive employees

The results have been transformative. Our voluntary employee turnover dropped by 14% in 2023, and we now easily attract global talent.  Remarkably, 45% of our workforce have moved or are considering moving outside London and closer to their family homes, highlighting their new freedoms and opportunities.

Remote work is not a temporary adaptation but a long-term strategy that, if implemented thoughtfully, can lead to a more engaged and productive workforce.  Let us move past the emotional and generational debates and focus on building flexible, supportive environments where employees and businesses can thrive.  In conclusion: there is no “one size fits all” model – remain upfront about that, and alive to adaptations and adjustments.