Model 5: Remote First

What is Remote First?

The worker works predominantly off site but comes into the office to work occasionally. 

Workers report a high level of job satisfaction with this model. It is particularly suitable for workers with high levels of self-regulation and little need for supervision. But there are fewer opportunities for informal learning and building connections.  

Focus on:

Workplace relationships – How can you foster connections between team members and across teams?

Opportunities for learning and development – How can you support each worker’s career development? How will you know what training and development they need?

Pros and cons of Remote First

The Remote First model is great for:

• Self-motivated workers – This model is suitable for workers with the capability and willingness to work independently (e.g. workers good at self-regulation and little need for supervision).  
• Undisturbed work – Workers can work on tasks requiring deep concentration. 
• Workers’ satisfaction – Workers report a high level of job satisfaction. 
• Boundaries – This model blurs work–life boundaries to a lesser extent than other models. 

But, there are also some things to watch out for:

• Worker wellbeing – Less contact with managers can make it harder to identify and respond to issues.  
• Disengagement – Less contact with managers and colleagues can make it difficult to establish professional networks and relationships.  
• Proximity bias – Lower visibility in the workplace can compromise or slow down a worker’s career development. 

Suggested actions for workplaces adopting Remote First 

Action 1: Cultivate workplace relationships.

• Create opportunities for workers to build social relationships with colleagues – e.g. organise informal gatherings within and across teams, talk to workers about their preferred activities and timings (that also fit the organisation’s culture).  
• Be aware of potential isolation and loneliness – e.g. consider how social rituals and habits can establish community and connections across workers. 
• Train managers in human-centred leadership behaviours – e.g. behaviours such as empathy, listening and demonstrating trust are more important when workers are remote. 

Action 2: Promote learning and development.

• Create opportunities for workers to learn from each other – e.g. appoint people to act as mentors, coaches or subject matter experts.
• Exert behaviours to create optimal learning conditions – e.g. make sure all workers have a voice and contribute during online meetings, and respond to dismissive or overbearing behaviour.