Home-based working in the UK has been declining since the peak of the COVID pandemic - from 49% of the working population at its height to around 14% now .
Author
- Christine Grant
Associate Professor (Research), Centre for Healthcare and Communities, Coventry University
While hybrid working is still increasing in popularity, attitudes persist among some employers that remote working reduces productivity, visibility and creativity. As a result, many workplaces are requiring a return to fully on-site working.
This approach, however, is not supported by research into hybrid working (a mix of working at home and on-site) which suggests productivity is not damaged and that it can also improve job satisfaction.
For many people who are disabled, neurodivergent or both, home-based working provides a real opportunity to gain - and retain - a job in a productive and supportive environment. Around 24% of the working-age population are disabled, with the employment rate among disabled people around 54%.
While disabled staff can request remote working as a reasonable adjustment , it can attract stigma. This is one reason why people may not always feel able to make this request, or say how much they would prefer to work from home. Some workers may fear repercussions like being overlooked for promotion or even losing their job.
I have studied the experiences of disabled and neurodivergent people who work from home, so I know how life-changing having a flexible job can be. One interviewee in my research told me: "I can sustain my productivity and, from my point of view, that means I can work better."
Another said: "I don't have to mask [attempt to hide autistic traits] at home. So there's just a huge drop in … general anxiety and tension."
Several large employers who took part in my study indicated that, while remote working was positive for many of their employees, there were downsides that needed to be managed. These include ensuring staff maintain their professional networks and social contacts, and discouraging working while unwell (presenteeism). Home working can intensify pressure to work while sick, and it may be harder to spot in a remote setting.
A toolkit for managers
Perhaps unsurprisingly, one of the key findings was that a supportive line manager was crucial for disabled and neurodivergent workers to make a success of remote working. Many managers, however, didn't have enough knowledge or understanding of how to best to support each employee's specific needs, so they couldn't always offer appropriate guidance and advice.
With this in mind, I developed a toolkit for line managers to enable them to better support this community of workers. When good conversations happen between line managers and employees, solutions can be tailored to the person's needs. The toolkit offers guidance to line managers on how to enable those conversations.
I make the case for remote working by setting out the benefits (including a more flexible workforce and more inclusive recruitment) for the organisation. The toolkit is designed to help managers recognise the ways in which home-based working can be positive for these workers, offering advice on how to reap the benefits while managing the downsides.
It also shares technical knowledge about disability and neurodivergence, such as how the UK Equality Act relates to this workforce, and how to approach the "reasonable adjustments" process (changes that an employer is legally obliged to make to ensure disabled staff are not at a disadvantage).
Managers these days often lead mixed teams of remote and on-site workers. To encourage effective remote working and productivity, my research has found that regular meetings and check-ins between line managers and home-working staff are important.
But sometimes it's not enough for managers simply to level the playing field. People who are disabled, neurodivergent or both will benefit from tailored support in order to flourish in the workplace. They need to feel safe to disclose their conditions and needs, and to be themselves at work.
Remote working offers an opportunity to employ people who might not be able to work in a traditional office-based, "nine-to-five" environment. My research found that when key resources were in place, such as a conducive working environment, appropriate technology and a supportive line manager, this helped to build their self-confidence and autonomy.
It also helped them to manage their energy levels and self-care, which in turn supported better productivity, fewer absences and the ability to stay in work over the long term.
Employers should understand that the needs of this group of workers can unlock key strengths for their organisation - including diversity, staff retention and increased productivity. Remote working can present challenges for managers - but when managed well, it can also help them create a more flexible, inclusive and agile workplace.
Christine Grant receives funding from the UK Economic and Social Research Council as part of the Digital Futures at Work Research Centre (grant number ES/S012532/1) and from Coventry University's ESRC Impact Acceleration Account.
