Many people found the sudden change to work from home during Covid-19 pandemic destabilizing. Charlotte E Hall, a PhD student, analyses the lessons that we can take from health and wellbeing for future practice.
As most of us remember, in January 2020 the World Health Organization declared a “public health emergency of international importance” due to a new coronavirus (later named Covid-19), a global pandemic being declared on 11th March 2020 (De Sio and others).
This article summarizes the results of a study in emergency preparedness and responses funded by the National Institute for Health and Care Research Health Protection Research Unit. The partnership is between the UK Health Security Agency, King’s College London and the University of East Anglia.
The UK government implemented several behavioral interventions to reduce the transmission of Covid-19. These methods made people limit their social contact and affected daily life.
Prime Minister announced, for example, that people can only leave home in certain situations (for shopping, exercising or taking care of others, for example). Johnson instructed the public to “start working at home wherever possible” as of 16 March 2020.
The shift in the normal routine of work happened quickly. Many of the steps that were recommended to be taken in order to achieve effective remote work, like providing appropriate equipment, weren’t completed on time (Schuster, et al). There were additional challenges when working remotely due to the Covid-19 virus pandemic.
Many people who were employed were furloughed, so they spent more time at home. Also, the need to quarantine or isolate themselves may have affected the potential work spaces.
Working from home can affect employees’ mental health. Reuschke and Felstead reported that only 5% of UK workers worked from home before the Covid-19 Pandemic. This is a far smaller percentage than the 50% reported in April 2020 by Cameron.
It was considered an advantage for those who were able to work from home. As early as 1984, benefits of homeworking included autonomy, lack of distractions and eliminating commute time.
Homeworking can also have negative connotations. For example, it can blur the boundaries between home and work life because of a constant sense of connectivity with the workplace (Matusik & Michael; Hill et. al).
Research has mapped out the mental health and productivity benefits of working from home. However, there are mixed results, with some reports stating a negative or equivocal impact (Elbaz et al., Lunde et al., Oakman et al., Hall and Davidson et al.). Consistently mixed results raise questions.
- What are the factors that affect employee satisfaction when working at home?
- How can employers encourage employees to work from home in the future?
In order to answer these questions (Hall, Brooks et. al. ), an umbrella review has been conducted. This umbrella review method was used to collate and summarize findings from a wide range of review articles. It included all articles in each review. The review included 1,930 records, of which six met the criteria for inclusion and were retained for analysis.
The six reviews that were retained were all published between 2020-2022. This shows how ‘working at home’ has become a hot topic since the COVID-19 Pandemic. The reviews had different criteria for including data, which could have included studies between 1990 and 2020. More methodological information can be found at https://bmcpublichealth.biomedcentral.com/articles/10.1186/s12889-020-09875-z
The impact of working from home on employee satisfaction
Six review articles (Hall, Brooks et. al.) (15) covered a total of 19 topics related to working from home. These will be discussed below in sections relating to the physical work environment, employee health, and personal impacts.
Working environment. Researchers found that many homeworkers received little or no training in how to work at home (for instance, lifestyle changes based on task-specific skills). Many people who work from home have to deal with issues such as uncomfortable furniture, poor light, incorrect screen placement, small workspaces, and inadequate ergonomic furniture.
Many people who work at home are forced to do so in non-dedicated areas (such as living rooms or bedrooms), due to a lack of space. They often choose the least disruptive or smallest area in their home to avoid disturbing others. Working from home is often accompanied by background noise or distractions.
The behaviour of those who work from home is also affected by the fact that they tend to work more without taking breaks. This includes weekend and evening hours, as compared to their counterparts in an office. While reduced supervision can lead to increased autonomy and responsibility for some, it may also increase work.
2) Personal effects. The results of the study showed that working from home had a mixed effect on productivity, job satisfaction, career prospects, and work-life-balance – showing variability in experience.
It was believed that productivity would increase for those who had a suitable work environment. Productivity can be affected by non-work obligations (such as caring responsibilities).
Some employees reported a higher level of satisfaction, while others did not notice any difference between working in the office and working from home. Career progression is thought to give younger employees the opportunity to show professionalism and self motivation.
Many believed that homeworking could hinder their career advancement due to the perception of reduced commitment and lack of opportunity. The work-life balance also had mixed results and was influenced by a variety of factors, including demographics, boundary management, etc.
It was believed that working from home led to social isolation, reduced social interaction with colleagues and a weaker connection with them. This relationship was also thought to be affected by multiple factors (for instance, social preferences and computer proficiency). Part-time work from home is thought to reduce these negative effects.
The findings on health and healthy behaviors were mixed. Some studies indicate that homeworking can reduce health risks and improve fitness. Others find that it has no impact on health.
Working from home is associated with healthier eating, but also weight gain. The impact on physical well-being seems to vary depending on the individual and context.
In contrast, poor ergonomics in the home office can cause pain and discomfort (e.g., back, neck and shoulders) and even eye strain.
Literature has consistently reported mixed results on the impact of home-working, particularly in relation to mental health, well being, stress and exhaustion. While some studies show improvements in wellbeing among certain groups, such as early mothers, others report no impact.
Some employees may prefer hybrid work to improve their connection with colleagues. Some studies have linked homeworking with increased depression. This is especially true for those who are sleep deprived, do not exercise, or work long hours.
Homeworking is not as common (for instance, less than 8 hours per month). This may be associated with a lower level of depression. In some studies, stress levels are reported to be lower for those who work part-time from home or in a less stressful environment.
Stress can be increased by factors such as family conflict, work/family conflicts, social isolation or pandemic stress, particularly during the pandemic. There is a mixed impact of working from home on burnout and exhaustion. Working from home can reduce exhaustion for part-time employees, according to some studies. However, other studies report that it has no impact.
Research Conclusions
This research shows that working at home has a variety of results. Out of the 19 factors that were extracted from the data collected, only six had a positive impact on the experience. The rest (13 factors) were mixed.
Demonstrate how homeworking experiences are influenced by a variety of factors, such as housing, childcare responsibilities, and workspace availability. This makes it difficult for all employees to perceive or experience the same thing.
This research shows that, in terms of improving the experience for employees who work from home, a one size fits all approach is not suitable. This research has revealed key areas of improvement despite many mixed results.
How to optimize working from home practices
Provide equipment. Lack of training and equipment for employees who work from home was often cited as a problem. Employers need to provide the right equipment and training for their employees so they can work comfortably and safely from home.
Managers must help new employees integrate into a new team and role when they are working remotely (for example, during the Covid-19 pandemic).
It is also possible that this can affect the pain and discomfort experienced by those who work from home. To identify possible problems, it is suggested to use online assessments of home office ergonomics. When problems are detected, employers should provide troubleshooting tips and, if it is economically feasible, equipment.
The remote working environment presents unique challenges to managers who are more used to managing teams in an office. This change requires additional training as well as a period to adjust to the new working practices. Employers that succeed in the new environment will be those whose managers engage actively with their employees, understand their circumstances and tailor their support accordingly.
2) Relationships at work. This review found that working from home can affect social interactions among colleagues. It also highlighted the potential for employees to become isolated and lonely. There are many ways to maximize interaction among employees, even if they work in different places.
You can do this by arranging informal team catch-up sessions or weekly debriefings. Or, you can create online social activities for your team (such as quizzes and coffee roulette). Not all employees will want to attend these events and the pressure to participate may have negative consequences. Therefore, all social activities must be optional.
Managers must help new employees integrate into a team and workplace, especially if they are working remotely (such as during the Covid-19 Pandemic).
This could include online social events such as introductory meetings one-on-one with team members, or group activities that build rapport.
3) Break-taking behaviour. Working from home changes the usual working routines. It is important to ensure that employees adhere to the organisation’s policies regarding break-taking behavior.
The results showed that employees who worked from home were less likely than others to take adequate breaks. This has implications for their health and well-being (e.g. increased sedentary behavior, eye strain).
Employees should be assured that their breaks should follow the organisational policies when working from home. This could be done through email, newsletters or team meetings.
Career advancement. Working at home could hinder the career progress and job opportunities. If employees work from home full-time or part-time, managers should have dedicated time to talk about career advancement, future goals and opportunities.
Supporting employees as needed
Employers and managers should, whenever possible, seek to speak with employees who work from home on an individual basis.
Individuals have different experiences of working at home. Some people find that working from home is beneficial, and they achieve positive results. Others, however, have more negative outcomes.
Employers and managers should, whenever possible, seek to speak with employees who work from home on an individual basis. This will allow them to voice any concerns they may have about their working arrangements or to discuss challenges that could hinder their job.
The Covid-19 pandemic was a time when many employees felt unprepared for the shift to working at home. Managers can better understand the employee’s circumstances by allowing them to speak openly about childcare and other household members.
Future research directions
This review’s mixed findings suggest that further research into the experience of homeworking is needed.
The results may be context-specific, and future research could focus on the manifestation of the factors in different contexts with different workers.
Qualitative data that provide rich insights into the experience with homeworking for specific groups or occupations can lead to more robust and supported conclusions. Author is currently examining the experiences civil servants in the UK who were asked to work at home during the Covid-19 Pandemic.
- Acknowledgements
The views expressed here are not necessarily those of NIHR, UKHSA or the Department of Health and Social Care.
References
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