As the Covid pandemic unfolded and remote working became the norm for many office workers, concerns were raised regarding the impact this might have on young employees. A recent study from King’s College London suggests that those fears may be overblown.

Indeed, when the researchers asked young people themselves, they actually thought that remote working might benefit their career progression rather than harm it.

Lower barriers

“45% of those aged 16 to 24 say remote working has made it easier for them to ask questions on things they’re unsure about – roughly double the proportion of 25- to 49-year-olds (24%) and three times the proportion of those aged 50 and above (14%) who also feel this way,” the researchers explain.

Similarly lowered inhibitions also impacted the ability and confidence of younger employees to put themselves forward for important tasks. Respondents also said that remote working made it easier to avoid awkward social interactions with colleagues.

There were concerns raised, however, about the reduced ability to bond and build rapport with their colleagues when they worked remotely.

Practical benefits

Generally speaking, the respondents were extremely positive about remote working, however, as the freedom and control it affords them made them feel better able to do their job. Indeed, over half of respondents said that they were performing better than they were before Covid.

What is interesting, however, is that most respondents said that they preferred the various practical benefits of working remotely, such as the lack of a commute, than any sense of control or freedom over their work schedules.

“Most London workers report a greater sense of freedom at work compared with pre-Covid – but people’s positivity about working from home is driven more by practical benefits such as saving money or avoiding commuting,” the researchers explain.

A deal breaker

Importantly, a significant proportion of respondents said that being able to have a work schedule that works for them is sufficiently important that they would change jobs if their work pattern wasn’t satisfactory.

There does seem to be a general sense that employers understand this, however, and that they’re willing to treat people fairly and generally keep their well-being in mind when thinking about where and when employees have to work.

“A key concern for many business leaders is how our new hybrid way of working will affect the development of younger staff just starting out in their careers,” the authors conclude. “Development often comes from observing others, and opportunities from chance connections made when people get together. But our study shows that younger workers don’t share these concerns to the same extent as older workers.”