The work-from-home movement is showing few signs of slowing, with most companies still recommending that employees return to the office only on a part-time basis, often three days a week. But can employees remain productive when working remotely?
The latest report on wellbeing and productivity from Cushman & Wakefield says that they can, depending on how happy they are with their work, income and benefits.
“Productivity has remained steady since the onset of the COVID-19 pandemic and the subsequent shift in work patterns,” said Bryan Berthold, global lead, workplace experience at Cushman & Wakefield, in a written statement. “However, wellbeing has suffered consequently. We are finding that the ability of employees to maintain productivity while working remotely is partly influenced by their wellbeing.”
Cushman & Wakefield’s report found that companies that make it easier for employees to work remotely – by giving them flexibility in their schedules and providing them with the technology they need to be successful – will be rewarded with more productive workers. The survey also found that employers who work with their employees to create a positive remote environment have a better chance of retaining their top workers.
Cushman & Wakefield’s study, based on surveys of employees, found that the wellbeing of workers is correlated with their productivity. The survey found that:
- Employees with high wellbeing are 3.6 times more likely to claim they can do their best work.
- 86% of employees with high wellbeing state they can do their best work, while only 24% of employees with low wellbeing share the same sentiment.
- Employees with high wellbeing are 3.4 times more likely to express their ability to be innovative at their job.
- 72% of employees with high wellbeing believe they can be creative and innovative, compared to only 21% of employees with low wellbeing.
The report found, too, that employees who have more time to focus on their work are 8.3 times more likely to report they have a strong work-life balance.
Cushman & Wakefield reported that employees who have the proper amount of space to focus on their work report 4.2 times more work-life balance and employees that can minimize distractions are 3.7 times more likely to say they have a positive work-life balance.
“We know the secret ingredients to work-life balance. What’s telling is that employees reporting balance are 2.5 times more productive and 2.1 times more likely to stay at their current company,” Berthold said. “The onus is on the employer to help staff find this balance in the workplace.”
In creating its latest report, Cushman & Wakefield conducted employee surveys through the company’s Experience per Square Foot™ diagnostic between October 1, 2020, and December 31, 2022. Wellbeing includes survey respondents who reported “Very Good,” or “Excellent” wellbeing. To measure worker productivity, Cushman & Wakefield used an index that includes multiple metrics and includes survey respondents who “Agree” or “Strongly Agree” that they can focus and collaborate effectively.
“Employees with high wellbeing can maintain productivity regardless of whether they work remotely or from the office. But there are many employees who have very different experiences. Those with low wellbeing may increase their productivity when working from an office,” said Berthold.
Whether working primarily remotely or mostly from the office, employees who report high wellbeing –excellent, very good, or good in Cushman & Wakefield’s survey — also report that they can do their best work, saying that they “strongly agree” or “agree” that they can be productive even when working away from the office.
What’s interesting is that employees who report a high wellbeing at work perform nearly equally well whether they are in the office or remote. But those who report that they have a low wellbeing tend to be more productive when they are in the office than when they are working remotely.
According to the survey results:
- 86% of employees who have high wellbeing and work primarily remotely agree that they can do their best work.
- 83% of employees who have high wellbeing and work primarily from the office agree that they can do their best work.
- However, fewer primarily remote employees reporting low wellbeing (terrible, very poor, poor) agree they can do their best work than those employees with low wellbeing who are working primarily from the office.
- While 35% of employees with low wellbeing who work primarily from the office agree they can do their best work, only 22% of employees with low wellbeing who work primarily remotely agree they can do their best work.
The study found this pattern holds for creativity and innovation, too.
While about the same percentage of high wellbeing employees working remotely and from the office agree they can be creative and innovative at their job, employees with low wellbeing who work from the office are more likely to agree they can be creative and innovative than do those who work remotely.
While 31% of employees with low wellbeing working primarily from the office feel they can be creative and innovative, only 20% of employees with low wellbeing who work primarily remotely feel they can be creative and innovative.
“The decline of employee wellbeing is not sustainable. The rate of self-reported decline since the beginning of the pandemic to today is beyond troubling,” said Berthold. “As wellbeing continues to decline there will be an inevitable erosion of productivity that must be addressed.”