Remote work has been a subject of extensive study, especially in the context of the Covid-19 pandemic. Various studies have shown that remote work can impact mental health in different ways, both positively and negatively.
One can start by discussing key findings. Let us quote from a study by the University of California, Davis (2019): this study found that long commutes are associated with higher stress levels and lower life satisfaction. Remote work eliminates commuting, which can lead to reduced stress and improved mental well-being. Again, another study focusing on Flexibility and Autonomy was covered by a Harvard Business Review (2020) survey which found that employees who have control over their work schedules report higher job satisfaction and lower stress levels. Many respondents cited better work-life balance as a key benefit, which can lead to reduced stress and improved mental health.
On the negative side, we read how isolation and loneliness in case of working from home is a consequent factor which can negatively impact mental health. The lack of face-to-face interaction with colleagues can lead to feelings of disconnect. The Microsoft’s Work Trend Index (2021) found that remote workers are working longer hours, with a 45% increase in the average length of the workday. The blurring of boundaries between work and home life can lead to overwork and burnout. This is defined by the World Health Organization as a syndrome resulting from chronic workplace stress that has not been successfully managed. It is characterised by feelings of energy depletion, increased mental distance from one’s job and reduced professional efficacy. The constant connectivity and lack of clear boundaries can lead to overwork and mental exhaustion. A study by Stanford University found that remote workers are 13% more productive than their in-office counterparts.
Burnout from remote working: this refers to a state of physical, emotional and mental exhaustion caused by prolonged and excessive stress related to remote work. This condition arises when the boundaries between work and home life become blurred, leading to an inability to disconnect from work. Partial remedies include: the willingness of workers to participate in virtual social events and team-building activities to maintain a sense of connection with colleagues. In most offices, one needs to schedule regular check-ins with managers and team members to discuss workload and well-being. Otherwise, the constant pressure to perform and the inability to disconnect can lead to increased stress and anxiety. Naturally, if such symptoms prevail this may lead to depression and hopelessness.
Remote work can have both positive and negative impacts on mental health. While it offers flexibility and can reduce commute-related stress, it also poses challenges such as isolation, blurring of boundaries, and the risk of burnout. Understanding these dynamics and implementing strategies to mitigate the negative effects can help create a more balanced and productive remote work environment. Organisations and employers in Malta alike must be proactive in addressing these challenges to ensure the well-being and productivity of the remote workforce. Let us refer to a study on Well-Being at the Workplace report (2024 by Misco).
It comes as no surprise that 86% of respondents stated that they have experienced poor mental wellness related to work, including stress and anxiety according to this survey. It is interesting to note how a previous Misco study conducted in 2020, just before the onset of the Covid-19 pandemic was useful to help employers gain valuable insights into how employees perceive their well-being at work. The 2021 report makes interesting reading as it mentions how employees should have been more stressed and anxious due to the pandemic, yet only 63% had reported experiencing poor mental wellness due to work.
One is impressed by such Misco initiatives, which show contrasting results. In fact, while 63% of respondents reported experiencing poor mental wellness due to work in 2021, this figure rose significantly to 79% in 2022, followed by 77% in last year’s report – further confirming the growing prevalence of the issue. These findings highlight the importance of organisations investing in employee mental health and well-being.
Here’s a detailed discussion on how firms can support employees in managing stress and preventing burnout, supported by recent studies: Deloitte – The ROI in Workplace Mental Health Programmes (2020). This survey talks about return on Investment (ROI): For every dollar invested in mental health programmes, companies saw a return of $4 in improved productivity and reduced healthcare costs. This amounts to a multiplier effect of four, which is amazing. In Malta, the health and safety ministry does encourage firms to consider implementing a range of mental health resources, including one-on-one counselling, group therapy sessions, and stress management workshops. Naturally, such counselling must be made easily available with no stigma whatsoever on the worker claiming its use.
Fostering a culture of open communication where employees feel comfortable discussing their mental health can reduce stigma and encourage the use of available resources. Some firms are now conducting mental health awareness campaigns and training to educate employees about the importance of mental health. These initiatives, not only improve employee well-being but also enhance productivity, job satisfaction and retention, making them a valuable investment for any organisation.
In summary, some employees (especially mothers with young children) value the autonomy and flexibility that remote work provides, allowing them to tailor their work schedules to their personal needs and peak productivity times. A few may prefer the structure and routine of an office environment, which can help them stay focused and disciplined.
Offering financial assistance or resources to help employees set up a productive home office can mitigate some of the challenges associated with remote work. It is, therefore, important to consider whether working remotely from home, particularly in the case of workers with children on summer holidays, can be an ideal solution to sustain productivity. The mixed perceptions of productivity in remote work environments underscore the need for a flexible and individualised approach to work arrangements. Given these diverse factors, a one-size-fits-all approach to work arrangements is unlikely to meet the needs of all employees or maximise productivity.