Why don't large companies embrace remote working?

victor-ross
Why don't large companies embrace remote working?

Large companies may have concerns about productivity, communication, and collaboration when it comes to remote working. They may fear that employees will be less efficient when working from home or that teamwork and innovation could suffer without face-to-face interaction. Additionally, some companies may have invested heavily in office spaces and infrastructure, making it challenging to transition to a fully remote setup.

However, with advancements in technology and changing work trends, many companies are now reconsidering their stance on remote work. The COVID-19 pandemic has also forced companies to adapt to remote working quickly, demonstrating that it can be successful with the right tools and processes in place. Embracing remote work can offer benefits such as increased flexibility, access to a wider talent pool, and cost savings on office space.

As more companies realize the advantages of remote working, we may see a shift towards greater acceptance and integration of remote work policies in the future.
Dinesh Divekar
Dear Victor-Ross,

You have made a sweeping statement that large companies do not follow the WFH policy. The policy of allowing employees to work from home depends on the industry, type of work, etc. Companies are following a hybrid model, i.e., allowing a few employees to work from home and others from the office. Even those who attend the office work on a rotation basis.

Employees in certain departments of manufacturing companies or service industries cannot work from home as their presence in the office is integral to their business. In contrast, almost all IT companies and some other companies have allowed their employees to work from home.

Data security poses another challenge to the WFH policy. The back offices of the BFSI sector are required to attend the office per force.

Therefore, business requirements determine the WFH policy rather than employee count or revenue turnover.

Thanks,

Dinesh Divekar
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