The Future of Remote work and its impact on Global HR Practises.

Abstract

The major change in work prac- tises induced by the COVID-19 pandemic has signified a con- siderable transition to remote working for organisations worldwide (Al- eem et al., 2023). Whereas, initially, the pandemic triggered a need for temporary remote work, it soon became evident that this new approach provided unique ben- efits, catalysing a more extensive, long- term shift in work culture (Bonacini et al., 2021). Companies’ decision to adopt the future of work means that remote work, or some hybrid form, strongly becomes part of the global business environment. This change in outlook is affecting global Hu- man Resource (HR) practises substan- tially, compelling businesses to review recruitment, management, and employee engagement strategies globally. Remote work started to see more traction before the pandemic due to technologi- cal advancements and the global expan sion of work talent (Donnelly & Johns, 2021). Nevertheless, the pandemic has significantly fast-tracked its adoption. According to Dogra and Priyashantha (2023), the COVID-19 pandemic unprec- edentedly changed work practises and prompted a large-scale use of work-from- home (WFH) methods. Athanasiadou and Theriou (2021) reported that about 50% of European organisations implemented a remote work policy for their workforce to prepare for the second wave of the COVID-19 outbreak. According to the re- port by McKinsey & Company research team Lund et al. (2021), about 65% of businesses globally adopted remote work after the pandemiMost importantly, although remote work has grown in popularity, many organisa- tions are now choosing a hybrid model that combines remote and office opera- tions. Tech giants like Google, Microsoft, Twitter and Facebook use long-term re- mote or hybrid work policies, while nu- merous other industries follow this lead (BBC, 2020: November 2021). This newly evolved framework (i.e., remote or hybrid model) compels businesses to reconsider their human resources strategies and pol- icies to remain competitive in the global market (Haque, 2023). A Gartner survey indicates that 82% of company leaders intend to permit hybrid work for employ- ees, as it allows flexibility while providing some of the rewards of face-to-face team- work. Furthermore, the systematic review of Dogra and Priyashantha (2023) proves the growing prevalence of remote work practises during and after the COVID-19 pandemic. According to the authors, there is a stronger relationship between many WFH practises and COVID-19, suggesting that academicians’ interest in and organisational adoption of remote working practises grew with the advent of COVID-19.c, with many indicating higher employee productivity and satis- faction after that period.