The WFH Culture War: From Offices to Home Offices
The COVID-19 pandemic triggered a lot of changes. The working world was particularly impacted and the effects are still felt today. What we never would have questioned before, people are now questioning whether they should work from the office or their home. What began as a necessity—working from home (WFH)—has now become a normal and acceptable modern work culture. Can we accept this change for the better, or is it time to give up this choice and return to how it used to be? There is a global debate around this. As Professor Mark Mortensen from INSEAD aptly puts it, “There is a culture war happening right now.”
What’s Happening in Europe?
The UK leads Europe in the WFH revolution. According to the Global Survey of Working Arrangements (G-SWA), the average British employee with a graduate education spends significantly more time working remotely compared to their European counterparts. Specifically, U.K. employees average 1.8 remote working days per week, mirroring the U.S. and outpacing countries like France and Greece, where the figures are 0.9 and 0.6 days respectively.
LinkedIn data for Forbes from April 2024 reveals that 41% of U.K. job postings were for hybrid roles, compared to 32% for the broader Europe, Middle East, and Africa region. Furthermore, the UK boasts the highest proportion of remote-only roles in Europe, at 9%, a stark contrast to France and the Netherlands, which were pre-pandemic leaders in remote work.
Transport usage data further backs up this shift. Analysis by the UK Department for Transport shows that London Underground usage between May and June 2024 was only 75% to 87% of 2019 levels, with Mondays and Fridays being notably lower. This indicates a persistent trend towards flexible working arrangements, as employees shun traditional office commutes.
What’s Influencing This Trend?
There are several factors that contribute to the varying rates of remote and hybrid working across Europe. Sector composition plays a significant role; economies like the UK, which are heavily skewed towards services, particularly finance and tech, naturally lend themselves to higher levels of remote work. Whereas countries with substantial manufacturing and retail sectors, such as Greece, see lower WFH adoption.
However, cultural differences, particularly in terms of individualism, significantly influence remote working trends. Countries with high individualism, like the UK and the Netherlands, prefer remote work more. In contrast, collectivist societies, mostly outside of Europe, such as Japan, China, and South Korea, exhibit lower levels of WFH.
How are Employers Reacting?
Employee preference for flexible working arrangements shows no suggestion of going back to full-time office work. Surveys, such as Randstad’s 2024 Work Monitor, highlight a significant attachment to at-home working among British employees, with 55% willing to quit if forced to return to the office full-time. This contrasts sharply with lower percentages among French, German, Italian, and Dutch workers.
So, how are employers reacting to this new attitude? Companies are realising they may need to offer more remote or hybrid options to attract and retain top talent. However, some companies remain skeptical. Professor Mortensen warns against assuming that pandemic-era remote work successes translate into long-term viability. He cites concerns from companies like Microsoft and Meta about the negative impacts of prolonged remote work on social relationships, creativity, and collaboration.
For example, Microsoft has stated that “remote work caused the collaboration network of workers to become more static and siloed.” Over time, this could erode innovation, and the emergence of new solutions and technology could slow down. With decreased innovation and weaker team dynamics, it could lead to decreased employee satisfaction due to the lack of organisational effectiveness and connection.
Mortensen argues that while remote work has its benefits, it may not be the optimal arrangement for organisational health and individual career progression. The degradation of social bonds and the lack of „enculturation” of new employees could have long-term consequences, making in-office work more appealing for fostering innovation and engagement.
Where Do We Go From Here?
The debate over remote and hybrid working is far from settled. The COVID-19 pandemic has caused a massive shift that is only continuing to evolve. Both employers and employees are feeling the impacts. The UK’s leading role in embracing WFH highlights broader cultural and structural trends that will shape the future of work globally.
As we continue to adapt, we’ll have to learn to balance both office and home office life. What is clear, however, is that the flexibility and autonomy offered by remote work have become integral to the modern work experience, reshaping our professional lives in ways never seen before.
Author: Mark Ollerton
