One thing that we all agree on, is that meetings need not be held in person, in boardrooms any more, and it seems illogical to waste time in traffic if work can be done successfully remotely. Managers’ responsibility in remote working should not be underestimated. The following questions are worth attending to: • Do workers on all levels have clear expectations concerning their duties and what can be done to boost the confidence of junior workers and to instill trust? • Are the available resources conducive for all in terms of what they are expected to produce while working remotely? During the unexpected COVID-19 lockdown, GIBS’ IT division assisted personnel with computers and software while employees were also allowed to borrow their office chairs to make their work locations at home, ergonomically suitable. • How can colleagues be protected, to prevent a commodification of their contributions and to ensure that workers’ personal circumstances are not swept under the carpet? • How can video- or teleconferencing meetings be optimised to keep all informed and to retain a sense of belonging? • Have colleagues been sensitised concerning “normal office rules” to respect others’ privacy? In attempts to serve the student community and to support colleagues, office rules might have been bent far more than what is fair. • Do all employees have equal opportunity to share their experiences concerning ongoing projects, their workload, general wellbeing, and performance with their manager from time to time? • Have any measures been put in place to ensure that all workers are comfortable with a work-from-home scenario, or do we assume that all are in favour of doing so?
The way forward Are we now so content that we would rather never go back to the office again, and never offer face-to-face classes? The answer is no. Many admit that prolonged remote working may become psychologically unbearable. Colleagues across all levels of seniority generally benefit from networking at the office and appreciate personal interaction and the stimulation that they get from being around one another at the office. Also, remote working has consequences across multiple disciplines, such as a need to recontextualise the basic principles of human resource management, and to review what is perceived as ethical organisational practice to allow for an unperturbed balance of work and family responsibilities. Certainly, the traditional idea of office space might be a thing of the past, probably being replaced with space that is available on an as-needed basis. Undoubtedly, 2020 has brought radical changes in the workplace and a so-called “spatial revolution” during which the traditional workplace/ office/classroom has lost its spatial fixity. Strategic planning will certainly include the way we would want to work in the future. Evidence from companies that reverted to on-site working indicates that a balance between on-site and remote working needs to be struck to build a stronger culture of engagement within organisations. At an institution such as GIBS, the networking among students, their lecturers and supervisors is invaluable and has produced innumerable positive outcomes. Any decision on remote working for the future, and all the associated consequences are therefore bound to undergo the scrutiny that it deserves, taking into account the first-hand experience of what we have all encountered during 2020.
University of Pretoria | TUKKIE 13
