There is no strategy as flexible and cost-efficient as the Remote Working Strategy. Whether you’re complying with governmental restrictions during the Corona pandemic or just because of your organisations’ real estate strategy – you must monitor the success of your workplace strategy, even when it’s fully based on remote working.
Employees’ health is the best mid- to long-term indicator for productivity – which is most likely a topic high on the agenda of your Board. There are many ways to monitor healthiness because it is such a broad definition, however; a proven methodology is to frequently ask your employees how they perceive their physical and mental health at that moment. When also asking what kind of activity they are doing and what type of workplace they are using at that same moment in time, this provides a rich insight into your organisation’s health and its indicators.
Average health rating
Average Health Rating
By asking directly how employees perceive their own performance on a regular basis is a proven method of self-reporting that gives you an indicator of your organisation’s productivity. Any workplace strategy should enable and support maximal productivity against health, happiness and cost. The contextual data that gets acquired provides insights into the influencing factors (both positive and negative) which allows you to decide what to change, for whom and to what extent.
Employee performance, health and other supportive metrics are indicative of the success or failure of your Remote Working Strategy. Although every organisation has its peers, no organisation is similar to another; nor is it static. The environment, core business and its employees are constantly changing or even disrupted by external events. This is the reason why keeping track of the most impacting factors (both positive and negative) is essential to remain in control. It gives you the direction and instruments to take action and to start improving your Remote Working Strategy.
Organisations who work fully remotely show a different activities pattern than their peers who have implemented an office-based strategy or with a significantly smaller proportion of remote working embedded in their workplace strategy. When are which types of activities being performed by which type of employees? Now their place to work is free of choice (but always remote) do they stick to office hours or do they work after 7pm, when their children are sleeping and their partner away at the gym? Once you understand their behaviour you are able to support, guide and facilitate them best, so they become healthier, happier and more productive.