Covid-19 and Its Cultural Impact on Home Working

Abstract

Opinion Many are of the view that the Covid-19 pandemic spread like a burst pipe imposing a devastating and continuing impact. However, there was clear evidence that the lessons learnt from the Spanish flu Pandemic of 1918 were not heeded and the pandemic pipe has since systematically leaked Influenza in 1956, SARs in 2003, Swine Flu in 2009 and MERS in 2012. The antiphasis is that whilst developed economic leaders acknowledged the WHO concerns, they have done little to both avoid or prepare for the current pandemic. In direct consequence to Covid-19, approximately 38% of the UK working population were instructed to work from home. Ten months later and calls for a second national lock down in 2021, the question remains concerning the impact on home working. The transition to working from home was radical and those affected are part of a global experiment. Twenty years after the internet, we are just starting to appreciate the benefits of working from home. The stark reality is that office space is costly and inefficient. London is the highest in the UK and globally joint second with Beijing costing around £137 per square footage. Originating as an employee-oriented HR practice home working not only reduces premises and managerial costs but in 'theory' enhances the plasticity to the challenges of work life balance. Employees have the discretion and flexibility to more readily pace their work, when to engage with colleagues to provide them with deep thought opportunities, without the daily office distractions thus reducing work related fatigue. Furthermore, the hiring of employees is no longer restricted to post codes. The corollary of home working not only diminishes the stigma of working from home but evidence suggests that with accessible social exchange, organizations are experiencing reduced staff turnover and higher productivity. Progressive businesses such as Google and Apple have invested heavily in pioneering business models. They value a strong business culture and one which proactively encourages employees to come into work with sports facilities, wellness forums, chiefs, natural lighting, tree house meeting rooms etc. In which employees are exposed to high information and low isolation to exploit social capital so to refine their behavioural interactions such as trust and evolving team dynamics. As some of the best decisions, insights and innovation are nurtured through informal face to face chit chat in hallways, elevators, cafeterias and water fountains, all aimed at reinforcing corporal culture, fuelling productivity norms, opportunities for career progression and greater employee control over their work-life interface. Equipped with life's office essentials, such as the internet, broadband, laptops and video chatting apps, the majority of employees were deployed into their homes often devoid of any home working predeparture awareness training. Many experienced a honeymoon period, having exchanged their daily community time and costs with perceived greater flexibility. An exception to this response were single mature and young employees who thrived and often depended upon work interactions. As reports indicate, on average, 22% young single employees meet their partners at work. The Associated of British Foods also revealed that Crimson Publishers