Remote Working in Europe
Remote working opportunities across Europe are on the increase, with some companies being more successful at attracting and retaining talent than others, but work arrangements still need further development in line with markets and regulations.
Each Organisation Must Find the Right Approach for Remote Work
According to a report from Pitchbook, European start-ups are finding it challenging to recruit remote workers, who are more likely to earn more doing the same job for American companies, often having the opportunity to earn twice as much than with European ones. Tech candidates are in high demand and European companies are adapting by offering more remote work vacancies to suit a more mobile workforce.
However, more established organisations such as Volkswagen Group in Germany are not fully embracing remote working, instead opting for hybrid models offering employees to work from the office four or five days a month. The company’s representatives are citing that it is essential to have an element of in-person interaction among colleagues in the office to be able to discuss how to move forward in an ever-changing global environment.
According to European Business Review employers can do more to attract remote workers, particularly in the marketing sector, by highlighting the benefits of working for their companies. It’s a move away from traditional job specifications to include remote working arrangements or any type of flexible work policy that is available.
New Types of Work Arrangements
Companies are developing new practices to provide leadership and strike the right balance between supporting the workforce and having strong protocols to protect their assets and infrastructure.
The needs of remote workers are receiving more attention, as the job market evolves. There are some factors to consider, too. Remote workers are not likely to stay with the same company for their entire career and their mobility is a constant reminder to employers that retaining staff requires investment.
Managing people exclusively online can present many challenges, with the possibility of remote workers to feel disengaged from communications about the company as a whole or non-mission critical activities such as online social events that aim to build a sense of being part of a team, preferring to focus on specific tasks and deliverables. Values such as independence and trust are key to allow remote workers to simply get on with the job, although remote workers are not supposed to operate in a vacuum, as they are part of an organisation and must comply with its policies and procedures.
So, who has got the upper hand? Fully remote workers who prefer to be mobile take on a high level of risk, as they are more inclined to change jobs and re-skill, which can have repercussions on their income and cash flow. Employers have to mitigate the risk of staff turnover and manage the constant changes both inside the organisation such as the company’s culture and policies, and outside such as market forces and regulation.