Ask any worker and they will have a strong opinion about the remote work versus full time in the office debate. A survey conducted in partnership with Momentive revealed that over four in five (83%) mothers with children under 18 believe remote work has been immensely beneficial to them. This insight underscores the pressing need for a shift in workplace policies. That’s why the announcement of the new Employment Rights Bill struck a chord with many.
Flexible work has taken centre stage in Labour’s new policy, meaning employees are now entitled to flexible working from day one. By changing the law to make flexible working the default option, we can empower workers with greater choice and, in turn, stimulate growth for British businesses. Yet, with this comes a fair amount of apprehension amongst businesses regarding fully embracing hybrid or fully remote working patterns.
So, before flexible work requests roll in, let’s first dispel common myths. Ultimately, greater freedom empowers employees to work in ways that maximise their potential.
Myth 1: Remote work creates distance and reduces personal connection.
This only holds true if positive office habits and culture aren’t carried over to the virtual setting. By establishing regular virtual touchpoints, teams can still maintain a sense of togetherness. That’s why it’s important for managers to schedule weekly meetings for task updates, brainstorming sessions, or project discussions. Setting up informal chat channels for non-work conversations—like weekend plans or lunch ideas—also helps. Maintaining these team dynamics strengthens relationships and morale.
Myth 2: Remote workers do not have the same rights as other workers and are only from specific sectors.
People who want to work remotely often question whether they have the same rights and benefits included in any normal employee salary package. Under Labour’s plans, they will. And while it’s often thought that only sectors like tech and telecoms can support a distributed workforce, that’s far from the case— 44% of the UK currently enjoy some level of remote work. Empowering employees to do their work the way they feel most effective is a mindset that cuts across industries. The rise of technology in the workplace hasn’t been confined to any particular sector and leaders need to take advantage if they want to ensure the success of a distributed workforce.
Myth 3: Employee engagement and productivity will suffer
The belief that flexible working hampers productivity is one of the most persistent myths, yet can be largely contested. Evaluating productivity goes beyond mere presence at work; equating “presenteeism” with productivity misses the real value employees bring. Research shows that working from home two to three days a week can boost performance by nearly 20% on those days, improve work quality by up to 18%, and increase company pride by around 10%. Leaders should rely not only on this data but also on their trust in their teams. Remote work offers employees autonomy, flexibility, and a sense of trust. Moreover, a work environment rooted in mutual trust motivates people to achieve goals independently, often leading to productivity gains for those who thrive on autonomy.
Myth 4: Creativity is tarnished when remote working
A study by Columbia University and Stanford found that virtual meetings can make it harder for people to focus and come up with new ideas. However, it was also found that video calls and virtual face-to-face communication were able to cement and develop collaboration. The study also noted that if people avoid multitasking and take time to think, listen to music, or have a focused video call, creativity can still flourish virtually. It’s a matter of creating a virtual environment that promotes creative thinking rather than trying to fit old ways-of-working into an online space.
Myth 5: Communication declines
Tools and applications such as Slack, Zoom or Microsoft Teams make it much easier to communicate in real time with customers, suppliers, and co-workers, no matter where people are based. Sending a message allows colleagues to avoid interrupting each other’s tasks, unlike a call or a comment that might disrupt focus if they were sitting together in the office.
Ultimately, there’s a clear connection between engaged, motivated employees and positive business outcomes. The Employment Rights Bill encourages business owners to adopt more flexible practices, and so we expect to see customised workplace packages that cater to a diverse range of employee needs, enabling everyone to perform at their best.
It will be the businesses who resist this evolution and fail to offer compelling work structures who will find themselves at a disadvantage in attracting and retaining top talent.
