Exploring the Remote Work Revolution: A Managerial View of the Tech Sector’s Response to the New Normal
oraz | 22 gru 2023
Article Category: Research Article
Data publikacji: 22 gru 2023
Zakres stron: 18 - 33
DOI: https://doi.org/10.2478/ijcm-2023-0011
Słowa kluczowe
© 2023 Murat Colak et al., published by Sciendo
This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
Effective communication, as an intrinsic aspect of human interaction, plays a paramount role for social beings endowed with linguistic capabilities. It serves as a vital instrument for fostering understanding, building relationships, and fortifying bonds among individuals. Consequently, effective communication stands as a fundamental tool that enables humans to function and flourish within a social context. In a similar vein, human resource management (HRM) and general management in an organization share a parallel reliance on communication, centering their attention on employee interactions, task management, and overall organizational communication to enhance performance.
HRM and general management can be defined as the strategic management of employees as valuable assets to a company. These employees, often referred to as human capital, possess enduring qualities that contribute positively to their performance in activities highly esteemed by society (David & Lopez, 2001). The primary objective of the management department is to optimize employee potential while concurrently minimizing risk and maximizing return on investment, akin to the management of other corporate assets. To effectively accomplish this objective, HRM and other management departments necessitate adaptability, flexibility, and versatility to keep pace with evolving trends and to monitor the influence of environmental, economic, and social changes on employees. Regular assessments and the implementation of updated management methods become imperative in order to bolster productivity levels.
By emphasizing effective communication within the realm of management, organizations can capitalize on the multifaceted benefits it provides. Just as effective communication is pivotal in interpersonal relationships, it also underpins the success of internal communication within companies. Open and transparent communication channels between employees, supervisors, and management foster a cooperative and cohesive work environment, enabling the free flow of information, ideas, and feedback. Moreover, effective communication contributes to a sense of unity and shared purpose, aligning individual and organizational objectives. This, in turn, leads to increased employee engagement, motivation, and overall job satisfaction, which are all crucial factors for achieving enhanced organizational performance (Judge et al., 2001; Bakotić, 2016).
In light of the dynamic nature of the business landscape, HRM and management departments must continuously adapt their practices to remain effective. Rapid changes in technology, globalization, and societal norms necessitate a proactive approach to managing human resources. By staying attuned to emerging trends and evolving best practices, management can respond strategically to these changes and seize new opportunities for growth and development. Additionally, ongoing assessment of management methods allows for the identification of areas that require improvement and the implementation of timely adjustments. This iterative process ensures that HRM and other executive departments remain responsive, efficient, and capable of harnessing the potential of employees to propel organizational success.
Due to the predominance of human resources (HR) and management guidelines designed for physical work environments (Opatha, 2009), the COVID-19 pandemic revealed the vulnerability of companies in adapting to unforeseen circumstances. In March 2020, the World Health Organization (WHO) officially declared the outbreak as a global pandemic (WHO Director General’s opening remarks at the media briefing on COVID-19, 2020), which was followed by the implementation of lockdowns and stay-at-home recommendations (Koh, 2020). Consequently, a significant number of employees who were accustomed to working in physical settings became concerned about the risk of COVID-19 transmission at their workplaces, with over half expressing worry regarding the lack of necessary protective equipment such as gloves, masks, and hand sanitizers (Eagle Hill Consulting LLC, 2020). Moreover, a survey conducted by Ernst & Young LLP involving 500 CEOs and board members worldwide revealed that 79% of them felt unprepared to address a major risk event (McWilliams, 2020).
These concerns were substantiated by the fact that, by June 2020, approximately 44.4% of the surveyed 5,800 small businesses had to either temporarily or permanently cease operations due to various factors (Alexander et al., 2020). The combined pressure of health risks and inadequate precautions forced many employees to transition to remote work, leaving managers with the urgent task of deciding which individuals should continue working at physical locations and how to effectively maintain communication among staff by embracing digital communication platforms (Caligiuri et al., 2020).
As employees migrated their work to the digital realm, managers and executives were compelled to adopt similar practices for organizational purposes. Notably, efforts were made to digitize HRM and other executive departments, enabling managers to efficiently monitor and evaluate remote employees while ensuring the continuity of workflow. This endeavor gave rise to the concept of “digital HRM.” Organizations expanded their utilization of strategic applications, such as performance management, talent services, employee training programs, and compensation management, by integrating web-based technologies into HRM and executive departments and processes (Bondarouk & Ruёl, 2009).
Iqbal et al. (2019) conducted a comprehensive study to examine the impact of digital human resource management (e-HRM) on company performance, utilizing a substantial dataset for analysis. The research findings underscore the significant influence of e-HRM practices on both the quality of HRM services and the overall performance of organizations. This study emphasizes the importance of adopting e-HRM practices as a means to enhance the quality of HRM services and drive improved performance. The insights gained from this research are particularly valuable for companies seeking to modernize their HRM and general management processes and leverage the advantages brought about by digital transformation.
The potential for remote work varies across sectors, as indicated by research conducted by the McKinsey Global Institute in November 2020 (Susan et al., 2020). Sectors such as management, finance, personal services, and information exhibit the highest potential for remote work. Notably, technology companies have emerged as pioneers in adapting their management practices to leverage new technologies. By proactively implementing online conferences and meetings, digital archiving, electronic learning management systems, and web-based hiring processes, technology companies faced relatively fewer challenges in transitioning their work environments to the digital realm. The commendable performance of technology companies during and following the crisis can be attributed to their management departments’ restructuring efforts and the development of digital HRM and general management practices, facilitated by the increased demand for remote work as a consequence of the pandemic. Moreover, the early adoption of these practices within the technology sector facilitated a smoother transition to remote work for their employees, ultimately leading to a more productive and efficient workforce.
This paper examines the impact of remote work adaptation on managerial departments and employees in technology companies. It focuses on various aspects, including the functioning of HRM and management departments, challenges faced, recruitment and onboarding processes, employee engagement and communication, performance evaluation, and training. The research provides valuable insights into the effects of remote work on HRM and general management in the technology sector.
A review of the literature on the remote work model reveals that studies have primarily focused on the impact on companies in terms of employees’ mental health, cost savings, changes in overall company functions and responsibilities, challenges and changes in recruitment and onboarding processes, communication problems, and online training. However, no research specifically investigating these effects in technology companies has been found after the 2019 pandemic. Due to the distinct dynamics of technology companies compared to other industries, and the prior adaptation of their employees to remote work practices, it is hypothesized that technology companies are undergoing a different adaptation period compared to other companies. To examine this hypothesis with appropriate questions and to establish a strong foundation for these questions, research conducted on individual and company levels before and after the pandemic regarding remote work models was examined. Based on these studies, questions were formulated to inquire about the effects of the remote work model or the transition to remote work on technology company managers and executives, aiming to gain a better understanding of the impacts it brings. Before formulating these questions, the most significant aspects mentioned in the reviewed sources were workplace changes, virtualization of communication, employee health and work–life balance, and talent acquisition.
The traditional structure of HRM, management, and organization is rooted in a physical work environment. This environment encompasses not only the physical space of the organization’s workplace, including equipment, facilities, and office space, but also aspects such as employee comfort, working conditions, and interactions with other employees, clients, and suppliers. The work environment plays a crucial role in shaping the overall work experience for employees and can greatly impact their satisfaction, productivity, and job performance. Workers are expected to be comfortable at work; this is known as “working for yourself,” or in plain words “being able to work on your own terms” (Reuvid, 2006). Remote work offers this comfort by granting workers the freedom to create their own workspace, where they typically feel more relaxed and productive than in a conventional corporate environment. Studies show that off-site work, especially in an environment designed by employees themselves, leads to greater productivity, efficiency, and collaboration among colleagues (CoSo, 2015). Employees are expected to be self-sufficient, make decisions on their own, and exercise independent thinking. However, in a traditional workplace setting, many conversations can be overheard, making it challenging for employees to express their thoughts openly without fear of retaliation or discrimination if their thoughts are perceived as inappropriate or offensive by others in the workplace. To foster a secure work environment, employees must have the freedom to express their thoughts and opinions without fear of negative consequences. Moving meetings to the virtual world can provide employees with the privacy they need to freely communicate and express their thoughts. This not only boosts motivation but also strengthens relationships among employees. Increased motivation leads to improved productivity by reducing distractions and improving problem-solving capabilities, which in turn enhances performance through increased employee engagement and mutual trust. However, in some cases, the workplace can have negative impacts on management and HR and general management departments, as well as HRM. HR and executive planning, which involves hiring, placing, and managing employees to meet the organization’s needs, is often affected by the negative consequences of workplace changes. According to Rahman (2021), the primary issue with HR planning, as reported by workers who have faced a crisis and significant change in their HRM department, is mismanagement and inefficiency in scheduling and meetings. To address this, many technology corporations are investing in virtual meeting solutions, hopeful for the future of remote work and the potential reduction in scheduling and meeting interruptions.
The shift toward remote work has rapidly and extensively moved collaboration and communication into the virtual realm. Today, a vast number of employees rely on virtual communication tools for teamwork. Through the management departments and HRM, we can gain insights into how managers can foster virtual cooperation to ensure organizational success, even during unexpected events such as the COVID-19 pandemic. Research in HRM and related fields highlights the advantages of virtual cooperation. For instance, according to Global Workplace Analytics (2021), American employers save an average of $11,000 per half-time telecommuter each year. Apart from cost savings, virtual collaboration and communication can also promote equal opportunities in the workplace.
According to the US Bureau of Labor Statistics (2021), around 41% of people with disabilities are participating in the labor force. However, they often face difficulties in the workplace due to a lack of accessibility. For example, a study conducted on blind employees highlighted the inaccessibility of resources in the office, such as print materials, hardware and electronics, and a lack of design in the physical environment (Branham & Kane, 2015). A physically inaccessible or difficult-to-navigate environment, a lack of assistive equipment, negative attitudes in the workplace, and a lack of applicable systems, services, and policies all pose obstacles to their work experience. HR and company management play a crucial role in ensuring that every employee’s abilities and skills are effectively utilized. To achieve this, HR professionals, directors, and managers must hold managers accountable for creating an inclusive workplace for all. They should also gather information about the attitudes of leaders and managers toward disabled employees and address any challenges that prevent any worker from performing effectively in the workplace (Society for Human Resources Management, 2022).
The virtualization of corporate communication brings about the benefit of gender equality as well. A study by Nowak (2003) found that women reported feeling more socially involved and satisfied in virtual settings. Thus, virtual communication can foster greater innovation, creativity, diversity, and equal opportunities in the workplace, as noted by Heller (2010).
Technology companies have anticipated these vulnerabilities and taken proactive steps to remove communication barriers and create more accessible work environments for disabled employees. By embracing virtual tools and platforms, they have worked on making communication more accessible and opening up new opportunities for disabled individuals. This shift toward virtual communication has been a game-changer in terms of promoting greater inclusion and equal opportunities for disabled people in the workplace.
Due to its connections to employee satisfaction and performance, the well-being of employees is an important topic in HRM, HR, and management (Martin, Woods, & Dawkins, 2018). Psychological, physiological, and psychosomatic problems such as anxiety, depression, immune system, cardiovascular, and metabolic issues, sleep disturbances, and headaches are the most observed work-related health problems that are likely to disrupt the workflow (Ganster & Schaubroeck, 1991). Organizations and managers are increasingly incorporating employee health as a crucial component of their business strategy. This is because health issues faced by employees can be detrimental to the productivity and overall success of the organization. However, when it comes to remote work, the impact on employee health is two-fold, with both positive and negative effects. On the one hand, it can lead to serious mental health issues as employees may experience social isolation and extended work hours at home. On the other hand, remote work can have a positive effect on employees’ physical health by encouraging them to exercise more and allowing them to spend more time with their families, which in turn can improve their overall mental wellbeing.
Employees believe that work–life balance is the most important factor in their preference for remote working. According to the 17th annual FlexJobs survey of over 3,000 respondents, 97% of workers believe that having a flexible job will have a “great” or “positive” influence on their life quality (Reynolds, 2020). The percentage is not so surprising considering that flexible and remote working options allow employees to be more present for family activities while also lowering support care expenses. Employees who work in an office setting have to use personal or vacation time to leave the workplace for elder medical appointments or their children’s school events. With remote and flexible work options employees can arrange their own working hours and use the time they spend on transportation, meeting gaps, and traffic to spend them with their families. Furthermore, save up on childcare by rearranging work hours for being present when the children are awake (Jay, 2020). Another health-related benefit of remote working is having extra time for exercising. With the flexibility that remote work offers, employees can more easily create time in their schedules for running, yoga, cardio, or other forms of exercise during the weekdays. Studies have shown that regular exercise can reduce stress, improve productivity, and enhance performance, making it a highly encouraged activity by HR managers to promote the overall health and well-being of remote workers (Rath, Harter, & Harter, 2010; Thompson et al., 2011; Coulson, McKenna, & Field, 2008).
On the other hand, remote work can result in issues of loneliness and isolation, as evidenced by a survey conducted by Buffer (2020) where “loneliness” and “collaboration and communication” were the top struggles reported by remote workers. Managers are concerned that full-time remote work could lead to a lack of social interaction, decreased communication skills, and difficulty forming meaningful relationships. To address these challenges, managers and engineers are exploring solutions such as virtual reality (VR) implementations (Meta, 2021) to make remote work more engaging and natural.
In today’s constantly evolving work environment, it is crucial for companies to prioritize employee feedback and invest in their development to establish a truly effective work model. The rise of remote work models, particularly in response to crises like the COVID-19 pandemic, has demonstrated that talent management is one of the most complex and challenging tasks for managers, directors, and HR professionals. Therefore, it is essential for companies to prioritize effective talent management strategies to ensure employee satisfaction and maintain a productive and engaged workforce.
LinkedIn, the most popular business and employment-oriented web service, confirms this by identifying “professional development opportunities” as the most preferred area for companies to invest in to improve their culture. Moreover, LinkedIn’s research has shown that company culture is one of the most significant factors that candidates consider when selecting a job (LinkedIn, 2022). Hence, investing in employee development and promoting a positive company culture can be key factors in attracting and retaining talented employees, especially in a remote work environment.
Although employee development and talent acquisition are key functions in HR, it is important to recognize that there are other essential HR responsibilities, such as dispute resolution, training, raises, and retention, that organizations must also prioritize. However, recent changes in the business environment, such as the emergence of remote work and the COVID-19 pandemic, have led to a significant shift toward digital talent acquisition. This shift has resulted in talent acquisition managers and experts dedicating more time to developing effective employer branding, refining hiring strategies, and utilizing talent analytics to enhance recruitment processes.
As a consequence, technology companies are utilizing digital platforms to set themselves apart from the competition with creative methods of talent acquisition, such as creating robust hiring plans and utilizing talent analytics to attract high-caliber talent and gain a competitive advantage by highlighting their unique company culture.
As an example, Meta explains their way of work with the words
The selection and recruitment of human capital are crucial processes for any company striving not only to survive but also to thrive in its respective market. As such, the HR and executive departments of companies must be meticulous in their planning and implementation of hiring processes. In recent years, the rise of technology, including online recruitment platforms, has significantly impacted the way companies approach recruitment. To remain competitive and attract top talent, it is essential for companies to stay abreast of the latest developments in recruitment technology and implement the best recruitment system for their specific needs. As remote work becomes more common, companies face challenges in finding and hiring skilled recruitment specialists, especially during times of crisis when financial resources are limited (Rosoiu & Popescu, 2016). This has led to inefficiencies in global labor markets, causing millions of people to struggle to find jobs, even in high-demand fields like technology and healthcare. Many people feel overqualified or undervalued in their current roles, resulting in a significant waste of potential talent. These challenges have led to high rates of unemployment and underemployment, affecting tens of millions of people worldwide. However, online talent platforms have the potential to address these issues by more efficiently connecting individuals with employment opportunities. By leveraging these platforms, companies can reduce employment problems and tap into a wider pool of potential candidates.
The rise of remote work has not only presented challenges in recruitment but also transformed the traditional hiring process. With the ability to connect with recruiters from around the world in seconds, candidates have a wider range of opportunities than ever before. Online talent platforms are rapidly expanding, bringing new levels of transparency and speed to the recruitment process (McKinsey&Company, 2015). Digitizing recruitment departments and leveraging these platforms enables companies to access a larger and more diverse pool of potential candidates, particularly in the 18–29 age group (Pew Research Center, 2021).
By utilizing the flexibility of the internet and online recruitment platforms, companies can analyze job applications received through specific job advertisements and make informed decisions about whether to keep, delete, or modify the ads if they are not effectively reaching the desired audience. This data-driven approach to recruitment allows companies to optimize their hiring strategies and improve the efficiency and effectiveness of their recruitment efforts. Additionally, online talent platforms offer a range of tools and resources to help companies streamline their hiring processes, including applicant tracking systems, candidate matching algorithms, and automated communication tools, further improving the overall recruitment experience for both employers and candidates.
However, despite the potential benefits of using algorithms in online recruiting, there are also challenges to consider. One major concern is the possibility of “algorithmic discrimination” in the decision-making process. While algorithms can help companies save time, labor, and costs, they may also perpetuate biases and discrimination. For instance, Köchling et al. found that artificial intelligence-driven algorithms used for predicting recidivism misclassify races (Köchling & Wehner, 2020). For a fair and unbiased recruitment process, the outputs of the algorithms should be validated by professionals to eliminate bias.
Nonetheless, the implementation of remote work initiatives in technology corporations poses new challenges for the HR and executive departments. This has led to strategy modifications and increased investments in remote work technologies by company executives, in order to maintain and enhance their organizational effectiveness.
An in-depth analysis of the impact of remote work on the technology industry holds significant value for researchers, practitioners, and policymakers. Valuable insights can be derived from technology companies, renowned for their successful implementation of the remote work model. These organizations have undergone transitions from traditional systems to remote work systems, incorporating hybrid models or fully embracing remote work as a robust and established framework. Exploring the experiences of executives and managerial employees within these companies provides a deeper understanding of the advantages and challenges associated with remote work.
To establish a strong theoretical foundation, an extensive literature review highlights key areas that have been extensively discussed in relation to remote work adaptation. This includes examining the effects of transitioning to remote work on companies and the consequent introduction of new tasks and responsibilities. Furthermore, the impact of changes in workspaces on employees and their engagement levels are key considerations, along with the need for effective collaboration and communication strategies in a remote work environment. The review also delves into the changes observed in feedback and performance evaluation processes and underscores the importance of training initiatives to support remote work.
Thoroughly investigating these aspects enables a comprehensive understanding of the implications of remote work on the technology industry. This knowledge is valuable not only for researchers and academics but also for practitioners and policymakers seeking to navigate the evolving landscape of remote work in the digital era.
The primary objective of this empirical study is to comprehensively examine the impact of incorporating remote work applications in technology companies. Through a systematic investigation, our research aims to shed light on the intricate dynamics within management departments, uncovering the transformative shifts, challenges, and innovative recruitment practices that arise in this emerging work paradigm. By exploring communication and engagement strategies, performance evaluation methods, and training programs, we seek to gain a comprehensive understanding of the wide-ranging implications of remote work within the technological landscape.
This research utilized a qualitative research methodology, employing purposeful sampling to determine the sample. The study comprised nine executives and managers who are currently employed in five multinational technology companies. The selection criteria focused on individuals with practical experience in remote work and a comprehensive understanding of the challenges and transformations associated with the sudden shift to remote work. To ensure a diverse representation, participants were selected from various managerial and executive roles within the companies. The collection of qualitative data occurred from June 23, 2023, to June 26, 2023, which serves as a limitation of the research.
The primary hypothesis of this research is as follows: “The adoption of remote work in technology companies has resulted in increased productivity and improved workflow, but it has led to decreased employee engagement.” To test this hypothesis, the sample period selected for analysis was the period after 2019, following the pandemic, when many companies were compelled to implement remote work arrangements due to imposed restrictions at that time.
To facilitate data analysis, the audio recordings from the interviews were transcribed into text format. Prior to analysis, the transcribed records were meticulously documented and anonymized to ensure the confidentiality of managers, directors, executives, and their respective companies. The coding process was subsequently conducted to categorize the data according to relevant themes. Additionally, any accompanying notes taken during the interviews were incorporated into the text alongside the transcribed recordings.
Subsequently, the qualitative data obtained from the selected sample were subjected to a descriptive analysis method. This analytical approach aimed to provide a comprehensive evaluation and interpretation of the collected data in order to explore the research question in depth.
Data were collected through semi-structured interviews, document review, and observation methods. Participants were informed that the collected data would be used exclusively for this study, adhering to ethical guidelines.
The following six questions were posed to a total of nine executives, directors, and managers currently employed in five different multinational technology companies:
How has the adoption of remote work affected the overall functioning and responsibilities of your department in your organization? What specific challenges have you encountered in managing your processes and employee-related tasks in a remote work environment? In what ways has remote work influenced the recruitment and onboarding processes in your organization? What impact has remote work had on employee engagement, collaboration, and communication within your organization? How has the performance evaluation and feedback process been adapted to accommodate remote work? Has remote work affected the organization’s approach to training, development, and career progression?
The primary reason for selecting these questions is to evaluate the topics discussed in the literature review. Therefore, questions have been prepared to summarize and address the topics extensively examined in the titles of
The table below presents a summary of general information about the individuals, including their titles, interview dates, times, and years of experience:
General information about the interviewed individuals
| Organization | Interviewee | Interview Date | Interview Time | Position | Experience (Years) |
|---|---|---|---|---|---|
| Company A | A1 | 23.06.2023 | 11:00 | Engineering Manager | 14 |
| Company A | A2 | 23.06.2023 | 14:00 | Marketing Director | 12 |
| Company B | B1 | 24.06.2023 | 10:30 | Product Development Engineer | 18 |
| Company B | B2 | 24.06.2023 | 12:30 | Software Engineering Manager | 17 |
| Company C | C1 | 24.06.2023 | 16:00 | Project Manager | 14 |
| Company C | C2 | 24.06.2023 | 17:50 | Human Resources Director | 10 |
| Company D | D1 | 25.06.2023 | 13:00 | Senior Software Manager | 11 |
| Company D | D2 | 25.06.2023 | 15:20 | Marketing Director | 9 |
| Company E | E1 | 26.06.2023 | 11:00 | Vice President of Engineering | 22 |
Source: Data from Interviews Conducted by the Authors
Based on an extensive review of the literature and scholarly studies on remote work, six questions were formulated to investigate whether the impacts of remote work in technology companies align with the existing body of remote work research. These questions were posed to executives, directors, and managers, aiming to shed light on the distinct effects of the remote work model in technology companies. The responses to these questions are presented in detail in the tables below.
How has the adoption of remote work affected the overall functioning and responsibilities of your department in your organization?
| Position | Organization | Interviewee | Answer to the Question |
|---|---|---|---|
| Engineering Manager | Company A | A1 | „Due to the nature of our company, where technical development teams can effectively carry out their work remotely, remote work was already adopted and functioning as a system at Company A. Therefore, I haven’t observed any changes in responsibilities during or after the pandemic.” |
| Marketing Director | Company A | A2 | „There have been no changes in any function or responsibility at Company A. Remote work was already a widely used model at the company even before the pandemic.” |
| Product Development Engineer | Company B | B1 | „At here, there haven’t been significant changes in the operational functions of the company. However, we are currently working on new systems related to remote work with the aim of creating a completely new market and gaining a competitive edge.” |
| Software Engineering Manager | Company B | B2 | “The core operational functions and responsibilities have remained relatively stable for the software engineering department. However, we are actively developing innovative systems and strategies.” |
| Project Manager | Company C | C1 | „There has been a significant shift, especially before and after the pandemic. Prior to the pandemic, we were exclusively working in the office, but afterward, we transitioned to a fully remote system. Subsequently, we adopted a hybrid work model of 2 days in the office and 3 days remote. Overall, while working remotely, we have observed an increase in our responsibilities.” |
| Human Resources Director | Company C | C2 | „After the pandemic, we quickly shifted to a fully remote setup, and later transitioned to a hybrid model to allow for essential in-person interactions. One of the most challenging aspects during these transitions was managing the changes in employees’ roles as they navigated between remote and hybrid models.” |
| Senior Software Manager | Company D | D1 | „Prior to the pandemic, we had a 50-50 split between working from home and the office, with employees working from home for two days and at the office for three days. Now, we are fully remote, with employees only attending general team meetings at the office on specific days of the month. This has led to some changes in our work planning.” |
| Marketing Director | Company D | D2 | “Before the pandemic, Company D had a mixed, hybrid work system in place. However, post-pandemic, we transitioned to a fully remote setup. Essentially, apart from acquiring and utilizing the necessary skills for remote work, there haven’t been any significant changes in our responsibilities.” |
| Vice President of Engineering | Company E | E1 | „Prior to the transition period, we were exclusively working in a physical office, but after the pandemic, we shifted to a fully remote work setup. As health concerns subsided, we implemented a 2-day office arrangement. Following discussions on the effectiveness and convenience of remote work, we are currently operating in a fully remote capacity. This allows us to schedule meetings more efficiently and accomplish our tasks without time constraints.” |
Source: Data from Interviews Conducted by the Authors
Remote work’s impact on departmental functioning and responsibilities varies across organizations. Company A, which had already embraced remote work, reported no changes in functions or responsibilities. Company B demonstrated stability in operational functions while developing remote work-related systems and strategies. In contrast, Company C experienced a significant shift, transitioning from office work to a fully remote or hybrid model. Company D noted minimal changes in responsibilities, focusing primarily on acquiring remote work skills. Lastly, Company E transitioned from a physical office to a fully remote setup, aiming to enhance efficiency and task completion.
These responses reflect the diverse effects of remote work on the overall functioning and responsibilities within different departments and organizations. The variations range from no noticeable changes to the adoption of new systems and strategies, as well as shifts in work models and increased responsibilities.
Responses to the question on managing processes and employee tasks in a remote work environment reveal diverse challenges across different organizations. Company A experienced increased tasks and responsibilities, particularly in managerial and marketing roles. Company B faced challenges related to higher workloads, while also reporting a smooth transition in some areas. Company C implemented new IT programs and struggled with HR software implementation. Company D encountered more remote work-related tasks, and various challenges were identified, including communication and collaboration difficulties. At Company E, non-technical individuals faced difficulties in adapting to remote work systems.
Based on the responses provided in Table 3, it can be concluded that the main issue observed from the interviews is the change in responsibilities and the subsequent increase in tasks and workload for organizations transitioning to remote work. This phenomenon is attributed to the dynamic nature of the technology industry, requiring individuals to adapt to new tasks and assume additional responsibilities.
What specific challenges have you encountered in managing your processes and employee-related tasks in a remote work environment?
| Position | Organization | Interviewee | Answer to the Question |
|---|---|---|---|
| Engineering Manager | Company A | A1 | „There has been an increase in tasks, particularly in managerial and IT roles. With the advancement of technology, we are encountering different types of tasks.” |
| Marketing Director | Company A | A2 | „There has been a notable surge in responsibilities, particularly in my role as the Marketing Director. As technology continues to advance, we are constantly confronted with a myriad of unique and ever-changing tasks within the realm of marketing. This dynamic environment requires us to adapt swiftly and embrace innovative strategies to stay ahead in the market.” |
| Product Development Engineer | Company B | B1 | „When it comes to utilizing a remote work model, one might assume that communication-related problems would be the primary concern. However, that’s not the case. The biggest challenge I have observed, in general, is the increase in workload.” |
| Software Engineering Manager | Company B | B2 | „I haven’t encountered any specific issues directly stemming from remote work.” |
| Project Manager | Company C | C1 | „Specifically, new IT programs were incorporated into the management process. New skills related to IT were added to the employees’ task responsibilities.” |
| Human Resources Director | Company C | C2 | „In managing our processes and employee-related tasks in a remote work environment, we have faced specific challenges. These include effectively implementing new HR software and tools, as well as adapting employee tasks to align with the demands of remote work.” |
| Senior Software Manager | Company D | D1 | „Although our company already had remote work-related tasks in place, they significantly increased in number after the pandemic. As a result, we had to add additional responsibilities to each employee in my department.” |
| Marketing Director | Company D | D2 | “As a marketing director in a remote working company, I have faced challenges in communication, collaboration, time zone differences, managing productivity, employee engagement, and technology infrastructure.” |
| Vice President of Engineering | Company E | E1 | „During remote work arrangements, the most significant challenge I observed was individuals without IT expertise struggling to adapt to the system. Those who lacked technical proficiency encountered difficulties in navigating new meetings, reporting, and analysis systems. On the other hand, individuals with IT knowledge were quicker to adapt, develop their skills, and adjust to the changes.” |
Source: Data from Interviews Conducted by the Authors
In what ways has remote work influenced the recruitment and onboarding processes in your organization?
| Position | Organization | Interviewee | Answer to the Question |
|---|---|---|---|
| Engineering Manager | Company A | A1 | „In the past, we used to have more frequent face-to-face interviews and onboarding sessions at the location where we conducted hiring processes. However, in recent times, the majority of these interactions have shifted to online meetings and interviews.” |
| Marketing Director | Company A | A2 | “I can say that I have seen a shift towards online interviews and onboarding processes, replacing the previous in-person interactions.” |
| Product Development Engineer | Company B | B1 | „Prior to the pandemic, we were progressing with our recruitment processes in a hybrid manner. However, after the pandemic, the majority of the interviews conducted for the applicants we received are now taking place online.” |
| Software Engineering Manager | Company B | B2 | „Similar practices were already in place at Company B before. Now, our onboarding system is being implemented online.” |
| Project Manager | Company C | C1 | „After transitioning to remote work, we experienced specific changes in our hiring requirements. We developed new contracts tailored to remote work and shifted all onboarding processes to be conducted online.” |
| Human Resources Director | Company C | C2 | „After the transition, all recruitments were conducted through online meetings and processes.” |
| Senior Software Manager | Company D | D1 | „All initial and second-round interviews for recruitment are conducted entirely online, while final interviews for selected candidates are held in person at the office.” |
| Marketing Director | Company D | D2 | „The recruitment interviews are conducted in a hybrid format, where general onboarding information is provided online, and selected candidates participate in in-person meetings to be briefed about their specific roles and responsibilities.” |
| Vice President of Engineering | Company E | E1 | „We have introduced a new contract specifically for remote work in our hiring process. This contract emphasizes the requirement for individuals working remotely to possess certain technical skills. Our onboarding and recruitment processes are generally conducted remotely as well.” |
Source: Data from Interviews Conducted by the Authors
The participants’ responses regarding the impact of remote work on recruitment and onboarding processes reveal significant changes in these areas. Company A has shifted toward online methods for recruitment and onboarding, leveraging digital platforms for virtual meetings and interviews. Similarly, Company B has transitioned to conducting these processes online, potentially streamlining procedures. Company C has developed new contracts tailored to remote work and shifted all onboarding activities online. Company D follows a hybrid approach with online and in-person interactions during recruitment and onboarding. At Company E, a new contract for remote work has been introduced, and recruitment and onboarding procedures are conducted remotely.
In conclusion, the responses from various organizations demonstrate a shift toward online methods for recruitment and onboarding in the remote work context. Companies have embraced digital platforms, modifying their processes to ensure effective recruitment and seamless onboarding experiences. This adjustment aligns with the evolving work landscape and reflects the organizations’ efforts to adapt and thrive in a remote work environment.
Table 5 provides insights into the impact of remote work on employee engagement, collaboration, and communication in different organizations. Company A has leveraged its existing digital infrastructure to enhance engineering-related engagement, implementing new programs and social activities. However, occasional challenges in engagement have been observed for fieldbased employees in the Marketing department. Company B acknowledges a decline in employee engagement and motivation, prompting initiatives to improve communication and bridge the gap. Similarly, Company C faced initial challenges with remote work but has implemented a hybrid model to enhance internal communication and address employee focus. In Company D, the software department exhibited better preparedness for remote work, resulting in a lesser decline in engagement and motivation. Efforts to improve overall engagement are ongoing. Lastly, Company E highlights significant challenges in employee engagement and has implemented a loyalty and satisfaction model with rewards, wellness hours, and additional leaves.
What impact has remote work had on employee engagement, collaboration, and communication within your organization?
| Position | Organization | Interviewee | Answer to the Question |
|---|---|---|---|
| Engineering Manager | Company A | A1 | „Company A already had a specific digital infrastructure in place for engineering-related engagement. Recently, we have been striving to maintain optimal communication within the team through the implementation of new programs. Additionally, we organize extra social activities to foster employee bonding and enhance engagement.” |
| Marketing Director | Company A | A2 | „Since most employees in my department usually work in the field, they don’t encounter such issues. However, when they work from home, we sometimes face challenges related to engagement.” |
| Product Development Engineer | Company B | B1 | „One of the biggest challenges we faced was a decline in employee engagement and motivation. To address this issue, we are implementing initiatives that aim to enhance communication and bridge the gap.” |
| Software Engineering Manager | Company B | B2 | „We encountered a significant decrease in employee commitment and motivation, which posed a major challenge. To overcome this, we are actively organizing events and initiatives to foster better communication and motivation.” |
| Project Manager | Company C | C1 | „In the initial stages, it was quite challenging for the employees in our department to adapt to remote work. As a solution, we implemented a 2-day physical office arrangement to minimize the problem.” |
| Human Resources Director | Company C | C2 | „We faced significant challenges with our employees’ focus on their work and adapting to the new system. To address this, we transitioned to a hybrid model to enhance internal communication and rectify the situation.” |
| Senior Software Manager | Company D | D1 | „The employees in the software department are more prepared and mentally ready to work remotely, which is why we have observed a lesser decline in engagement and motivation compared to other departments. However, we still acknowledge a general decrease in motivation and continue to work on addressing this issue.” |
| Marketing Director | Company D | D2 | „We experienced a significant decline in employee engagement and motivation, but we have since implemented special reward systems to address this issue. Through these systems, we aim to improve communication and increase engagement.” |
| Vice President of Engineering | Company E | E1 | „We faced significant challenges in employee engagement, which led us to develop a special model focusing on loyalty, engagement, and job satisfaction. This model includes rewards, wellness hours, and additional leaves. It has proven to be highly beneficial.” |
Source: Data from Interviews Conducted by the Authors
In summary, the interviews conducted revealed that employee engagement emerged as the primary concern when examining the influence of remote work on organizational dynamics. The impact on employee engagement, collaboration, and communication was found to exhibit variability across different organizations. While certain organizations encountered difficulties and experienced a decline in engagement and motivation, others successfully implemented various initiatives, reward systems, and hybrid work models to tackle these challenges and promote improved communication and engagement among their employees. These findings underscore the significance of adopting proactive measures to sustain employee engagement and communication within the context of remote work.
Table 6 demonstrates the adaptations made by different organizations to accommodate remote work in their performance evaluation and feedback processes. Company A has developed a distinct evaluation system for remote work while utilizing an existing system. Continuous improvement efforts in planning and reporting are evident. In Company B, performance evaluations are conducted based on program and product-specific assessments, supplemented by regular feedback from supervisors. Company C has transitioned to a performance evaluation system based on planning and reporting, aligning with the remote and hybrid work models. Company D implemented their existing evaluation software across all departments, emphasizing outputs obtained from evaluation tools. Company E incorporates remote work considerations into their performance evaluation system, assessing employees based on job requirements.
How has the performance evaluation and feedback process been adapted to accommodate remote work?
| Position | Organization | Interviewee | Answer to the Question |
|---|---|---|---|
| Engineering Manager | Company A | A1 | „We have obtained specific outputs from the evaluation system we use, and we are leveraging these outputs to drive our progress. Additionally, we are in the process of developing a distinct performance evaluation system specifically designed for remote work.” |
| Marketing Director | Company A | A2 | „We are constantly enhancing ourselves, especially in the areas of planning and reporting. The impact of remote work models in these areas is becoming increasingly evident.” |
| Product Development Engineer | Company B | B1 | „In our performance evaluations, we conduct assessments specific to programs and products. We have daily, weekly, monthly, 3-month, 6-month, and 12-month plans, and we base our evaluations on these plans.” |
| Software Engineering Manager | Company B | B2 | „Performance evaluations are provided at regular intervals by the system here. In addition to that, supervisors can also provide one-on-one feedback to their teams as needed.” |
| Project Manager | Company C | C1 | „We transitioned to a performance evaluation system based on planning and reporting to conduct performance assessments.” |
| Human Resources Director | Company C | C2 | „After transitioning from remote to hybrid model, our previous evaluation methods were not suitable, prompting us to implement a new feedback and evaluation system that can be controlled online.” |
| Senior Software Manager | Company D | D1 | „Our department, being a software department, has been using our own developed evaluation software both before and after Company D decided to transition to fully remote work. When the decision to shift to remote work was made, we implemented the evaluation software used in the software department across all departments of the company.” |
| Marketing Director | Company D | D2 | „In the hybrid work period, the feedback and periodic evaluations relied more on the input of managers, whereas after the pandemic, we started emphasizing the outputs obtained from the evaluation tools we implemented. These tools primarily consider customer outcomes as a significant factor.” |
| Vice President of Engineering | Company E | E1 | „We have incorporated remote work into our performance evaluation system. This system utilizes a program that assesses employees based on their specific job requirements, including remote work.” |
Source: Data from Interviews Conducted by the Authors
In conclusion, the companies included in our research have adapted their performance evaluation and feedback processes in response to the transition to remote work or hybrid work. These adaptations encompass the implementation of distinct evaluation systems, the integration of remote work considerations into existing frameworks, and a heightened focus on output-oriented assessments and customer outcomes. The findings underscore the importance of aligning evaluation methods with the specific context of remote work to effectively assess and provide feedback on employee performance.
Table 7 illustrates the impact of remote work on training, development, and career progression within different organizations. Company A has implemented global engineer development programs, providing employees with opportunities to apply for positions worldwide. Fieldwork is used for training in the marketing department to enhance practical skills and customer engagement. In Company B, international training and career development opportunities are offered, tailored to specific consumer behavior, with streamlined processes for department and location transitions. Company C has limited additional training beyond departmental needs, with a focus on addressing local challenges. Career progression depends on managerial permission and remaining at the branch of application. Company D conducts online trainings and supports department and branch transitions for professional development. Specialized in-person training is provided for sales operations, while general training sessions are moved online. At Company E, a preference for in-person training is noted, with remote work aspects integrated into career opportunities for effective management.
Has remote work affected the organization’s approach to training, development, and career progression?
| Position | Organization | Interviewee | Answer to the Question |
|---|---|---|---|
| Engineering Manager | Company A | A1 | „We have comprehensive engineer development programs specifically designed for engineers. All the trainings within these programs are conducted globally, rather than locally. The same program is implemented across all branches of Company A. When a position becomes available, it is not limited to the local location but opened up for all Company A locations worldwide. This is made possible by the advantages offered by remote work.” |
| Marketing Director | Company A | A2 | „We use fieldwork for training, allowing employees to gain practical experience and engage directly with customers, enhancing their skills.” |
| Product Development Engineer | Company B | B1 | „The training is conducted internationally, and each country can tailor the training based on their specific consumer behavior. Local languages are used during the training sessions. As for career development, we provide the same opportunities to our employees, offering them the option to apply for and transition to different countries if they wish to continue their careers there.” |
| Software Engineering Manager | Company B | B2 | „Our trainings take place online and are accessible to all Company B engineers worldwide. In terms of career progression, we have streamlined the process, making it easier for engineers to switch between departments and locations.” |
| Project Manager | Company C | C1 | „Additional trainings beyond the ones required for departmental needs are not extensively conducted within the Company C.” |
| Human Resources Director | Company C | C2 | „In terms of training, our company has limited international opportunities. Trainings are primarily conducted to address specific needs and challenges at the local level. For career progression, employees have the option to continue working at the branch they applied for, provided they receive permission from their managers.” |
| Senior Software Manager | Company D | D1 | „The majority of our trainings are conducted through our online platform, utilizing online meetings or pre-recorded sessions. We continue to make extra efforts to facilitate transitions between departments and branches, aiming to contribute to our employees’ professional development.” |
| Marketing Director | Company D | D2 | „For sales operations, particularly those requiring direct contact, we conduct all specialized training sessions in the office, while general training sessions have been moved online. We have designed a system focused on supporting our employees’ career growth and development.” |
| Vice President of Engineering | Company E | E1 | „We still prefer in-person training for our employees. In terms of career opportunities, we have introduced new aspects related to remote work. We emphasize the importance of individuals who can adapt to our system and effectively manage remote work for newly joined managers and employees.” |
Source: Data from Interviews Conducted by the Authors
In conclusion, the impact of remote work on training, development, and career progression varies across organizations. Some organizations have implemented comprehensive global training programs, while others focus more on local needs. Career progression opportunities may include the option to work globally or transition between departments and locations. The findings highlight the importance of adapting training and development approaches to the remote work context and providing opportunities for career growth and skill enhancement.
This academic research investigates the impact of remote work on various aspects of organizational functioning within technology companies. The areas explored include overall functioning and responsibilities, employee engagement, collaboration and communication, performance evaluation and feedback, as well as training, development, and career progression. The objective of this study is to examine how remote work has influenced these areas in technology companies and to analyze whether the findings align with the hypothesis stated in the method section.
The research findings reveal that the impact of remote work on organizational functioning varies across organizations and positions. Some organizations had already adopted remote work practices prior to the pandemic, resulting in minimal changes in functions and responsibilities. However, others experienced significant shifts, transitioning from office-based work to fully remote or hybrid work models. These transitions necessitated changes in hiring processes, onboarding procedures, and the implementation of new systems and strategies to enhance remote work efficiency and effectiveness.
Employee engagement, collaboration, and communication emerged as critical areas affected by remote work. While some organizations encountered challenges related to decreased engagement and motivation, those that had adapted to remote work earlier successfully implemented initiatives and programs to foster better communication, increase engagement, and address these issues. To minimize problems and enhance communication, certain organizations implemented hybrid work models where employees alternate between remote and in-office work. These results confirm the initial literature review, highlighting the decrease in employee engagement and motivation as major concerns associated with remote, hybrid, and work-from-home models.
The performance evaluation and feedback processes were also adapted to accommodate remote work. Organizations implemented online evaluation systems, conducted periodic assessments, and held one-on-one feedback sessions to assess employee performance and provide constructive feedback. Some organizations emphasized customer outcomes as significant factors in evaluations, while others focused on planning, reporting, and the use of evaluation tools to assess employee performance in remote work settings.
Regarding training, development, and career progression, organizations adopted different approaches. Some provided comprehensive global training programs accessible to employees worldwide, while others focused on addressing local needs and challenges. Career progression opportunities varied, including options for employees to apply for positions globally or transition between departments and locations.
Analyzing the findings in light of the hypothesis presented in the method section, it is evident that remote work has a substantial impact on the organizational functioning of technology companies. The hypothesis proposed that remote work would result in changes in functions and responsibilities, decreased employee engagement, challenges in communication and collaboration, as well as adaptations in performance evaluation and feedback processes, training and development programs, and career progression opportunities. The findings of this research support the hypothesis, as they demonstrate the varied effects of remote work on these areas, aligning with the expected changes and adaptations in response to remote work.
Overall, this research contributes to the existing literature on remote work by providing empirical evidence of its impact on organizational functioning. The findings highlight the importance of adapting various processes, systems, and strategies to accommodate remote work, fostering employee engagement and effective communication. The research also emphasizes the significance of training, development, and career progression opportunities tailored to remote work environments. Future research can delve into the long-term effects of remote work, identify best practices for remote work implementation, and explore specific industries or organizational contexts to gain deeper insights.