These include providing care, operating machinery, using lab equipment, and processing customer transactions in stores.
#Productivity tips for remote workers manual#
Many physical or manual activities, as well as those that require use of fixed equipment, cannot be done remotely. This depends on whether a worker needs to be physically present on-site to do a task, interact with others, or use location-specific machinery or equipment. We first assessed the theoretical extent to which an activity can be done remotely. The potential for remote work depends on the mix of activities undertaken in each occupation and on their physical, spatial, and interpersonal context. We used MGI’s workforce model based on the Occupational Information Network (O*NET) to analyze more than 2,000 activities in more than 800 occupations and identify which activities and occupations have the greatest potential for remote work.
We have analyzed the potential for remote work-or work that doesn’t require interpersonal interaction or a physical presence at a specific worksite-in a range of countries, China, France, Germany, India, Japan, Mexico, Spain, the United Kingdom, and the United States. In this article, however, we aim to granularly define the activities and occupations that can be done from home to better understand the future staying power of remote work. For their part, employees are struggling to find the best home-work balance and equip themselves for working and collaborating remotely.
#Productivity tips for remote workers how to#
Companies are pondering how best to deliver coaching remotely and how to configure workspaces to enhance employee safety, among a host of other thorny questions raised by COVID-19. Remote work raises a vast array of issues and challenges for employees and employers. If remote work took hold at that level, that would mean three to four times as many people working from home than before the pandemic and would have a profound impact on urban economies, transportation, and consumer spending, among other things. More than 20 percent of the workforce could work remotely three to five days a week as effectively as they could if working from an office. Our analysis finds that the potential for remote work is highly concentrated among highly skilled, highly educated workers in a handful of industries, occupations, and geographies. 1 The future of work in Europe: Automation, workforce transitions, and the future geography of work, McKinsey Global Institute, June 2020 The future of work in America: People and places, today and tomorrow, McKinsey Global Institute, July 2019 Jobs lost, jobs gained: Workforce transitions in a time of automation, McKinsey Global Institute, December 2017. Building on the McKinsey Global Institute’s body of work on automation, AI, and the future of work, we extend our models to consider where work is performed.
Now that vaccines are awaiting approval, the question looms: To what extent will remote work persist? In this article, we assess the possibility for various work activities to be performed remotely.
The virus has broken through cultural and technological barriers that prevented remote work in the past, setting in motion a structural shift in where work takes place, at least for some people. Although many people are returning to the workplace as economies reopen-the majority could not work remotely at all-executives have indicated in surveys that hybrid models of remote work for some employees are here to stay. Now, well into the pandemic, the limitations and the benefits of remote work are clearer. For many workers, COVID-19’s impact has depended greatly on one question: Can I work from home or am I tethered to my workplace? Quarantines, lockdowns, and self-imposed isolation have pushed tens of millions around the world to work from home, accelerating a workplace experiment that had struggled to gain traction before COVID-19 hit.
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