As many companies grapple with the future of the workplace, one thing is clear: Remote work is here to stay. The pandemic has forced this seismic shift, and the debate over the most appropriate model continues to rage. Management teams are responding to this new way of working in a variety of ways. Some are completely against it. Others are managing the new hybrid models well. And some are struggling, unsure how to transition fully to remote work or how to succeed.
Also there is a change for some
Green Man Gaming is now fully remote. Our company’s 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 blueprint for companies looking to embark on a similar journey. These lessons are not unique to our industry and have broad application. Anecdotally, team members who served in the military have highlighted their original “work from home” model, where communication often occurs via radio for weeks, if not months! Also there is a change for pilots and the like, for whom this is nothing new.
Three-pillar plan
To successfully implement a fully remote work plan, in which all stakeholders play a role, we focused on three key pillars: strong leadership, a clear change management program, and an unwavering emphasis on employee voice. We didn’t impose a top-down framework; instead, we let our employees have their say.
Our Life after lockdown survey set the tone, revealing that 68% of our employees preferred to work remotely, while 80% were happy not to have a fixed office at all. This democratic approach to the transition left our team feeling in control, reassured and supported, laying the foundation for a new virtual company culture.
Anticipating concerns…
Addressing potential concerns early was essential to maintaining trust. We introduced a dedicated Slack channel to brainstorm new ways of working; held regular focus groups; and offered one-on-one consultations to meet individual needs. Financial support for setting up home offices and enhanced wellbeing arrangements, such as cognitive and mental health training and weekly virtual meetings that we defined water cooler sessions, he made sure we stayed in touch.
Blurred lines and silent abandonment
Remote work can blur the lines between personal and professional life. We have established clear boundaries, blocking focus time and ensuring data protection, privacy and cybersecurity. Our approach has prioritized flexibility over rigid schedules, while maintaining clear policies that outline expectations and transparency. These include guidelines for in-person meetings, training and events. In the current environment, issues such as “silent resignations” and economic uncertainty also need to be kept in mind.
Honesty is key. Management must be forthright and admit that they do not have a crystal ball, but commit to adapting and responding with empathy when new concerns arise.
Happy employees are productive employees
The results have been transformative. Our voluntary employee turnover has fallen by 14% in 2023 and we now easily attract global talent. Astonishingly, 45% of our workforce has moved or is considering moving out of London and closer to their family homes, highlighting their new freedoms and opportunities.
Remote work is not a temporary adjustment, but a long-term strategy that, if implemented thoughtfully, can lead to a more engaged and productive workforce. Let’s move beyond the emotional and generational debates and focus on creating flexible and supportive environments where employees and businesses can thrive. Bottom line: There is no “one size fits all” model—stay honest about it and be mindful of adjustments and changes.