Remote Work Trends to Watch

This is a 𝗺𝘂𝘀𝘁 𝗿𝗲𝗮𝗱 for anyone interested in the #FutureOfWork and the role that generative #AI #agents will play. Microsoft analyzed survey data from 31,000 people across 31 countries and combined insights with LinkedIn labor market trends, trillions of Microsoft 365 productivity signals, interviews with AI startups, academics, economists, scientists, and thought leaders to develop a picture of what the future of work may look like. There's so much to unpack - some quick highlights: - they envision "frontier firms" with hybrid human-agent teams - a new role for everyone: "agent boss" - ideal human-agent team ratios - "intelligence resources" emerges to manage digital labor at scale - "work chart" replaces "org chart" I recently posted about the need to rethink "human resources" when we now have non-human resources able to perform knowledge work. Microsoft believes some companies will blend HR and IT or create new leadership roles like "Chief Resources Officer" responsible for managing the optimal balance of human and digital/AI labor. Regarding the "work chart" concept, Microsoft's report shares that "Until now, companies have been built around domain expertise siloed in functions like finance, marketing, and engineering. But with expertise on demand, the traditional org chart may be replaced by a Work Chart - a dynamic, outcome-driven model where teams form around goals, not functions, powered by agents that expand employee scope and enable faster, more impactful ways of working." So much food for thought in this excellent report. Have a read, share with others, and please let me know your thoughts! This is without a doubt the most exciting time to be anywhere within HR. At the same time it is also deeply concerning, given that 33% of companies are planning on using AI to reduce headcount, and I think that this % will only increase. https://lnkd.in/eUBCPhw4

The future of work is here, and it’s a hybrid workforce of humans and trusted agents. Companies who are deploying AI agents to augment human employees are already seeing the limitless opportunities of digital labor. Take for example reMarkable, a company dedicated to bringing distraction-free digital writing to the world. reMarkable is growing at a rapid pace, and acquiring more customers than its human workforce can handle on their own. I sat down with Nico Cormier, the company’s Chief Technology Officer, to learn how Agentforce has eased their growing pains. reMarkable augmented their customer service reps with their first agent, “Mark”, who handles a large portion of incoming service requests and has even increased the company’s NPS score. After seeing Mark’s success, the company stood up its second agent, “Saga”, integrated into Slack, to enable more streamlined internal IT support for employees. With the help of Mark and Saga, reMarkable’s human employees can focus on higher-value, more strategic work, while digital labor takes care of routine and time-consuming tasks. The result? Increased efficiency, better customer satisfaction, and a more empowered workforce. With Agentforce, deeply integrated into Slack, companies like reMarkable are not just adding another tool to their arsenal; they’re creating a smarter, more intuitive way to work.

Leaders who dislike remote work but love AI are in for a rude awakening. A new study (link in comments) published in HBR finds that: "Foreign remote workers using gen AI are more interchangeable with domestic workers than foreign workers who don’t use gen AI." This leads to a more profound truth: "GenAI may herald a significant shift in remote work hiring patterns." This means companies that embrace both will win, while companies that like AI but don't like remote will see their talent pools shrink and lose out on workforce cost efficiency benefits. The article then outlines some good strategies for leaders to expand talent pools and empower workers with genAI. But it doesn't address one point I strongly believe: to maximize AI capabilities across a distributed organization, leaders still need to learn and embrace a remote-first (e.g., asynchronous) approach. This doesn't mean you have to be fully or even mostly remote; it just means you operate in a way that limits the hard requirement for in-person, real-time conversations for work to progress. It has to be both if you want true competitive advantage. As a final note, this study compared work output in the U.S. vs. South Africa, and it will be interesting to see similar studies across two nations without as much language overlap, even farther away. What do you think those results might be now? #futureofwork #remotework #AI #offshoring #labor #talent #efficiency

Flexible work is a potential boost for more diverse and inclusive workplaces. Four years after being shoved into a giant work-from-home experiment, we no longer presume that 5 days a week, 9-to-5 in the office is where work happens. International Women's Day seems like a good time to remember that we've had data for 3.5 years showing that women more than men, and women with children more than men with children, want flexibility in where and when they work. Ben Casselman, Emma Goldberg and Ella Koeze get into the macro-level impacts in The New York Times: "Parents have been some of the biggest winners in the flexible-work era. Remote flexibility made more feasible the constant juggling of professional and caretaking obligations. But it is mothers, not fathers, who appear to be taking the most advantage of workplace flexibility, whether out of choice or necessity. Among college-educated men, having children does not make much difference to whether they work at home or in person. Among women, it’s a different story. Mothers of young children are much more likely to work remotely than women without children or mothers of older children." It's not just gender and caregiving. There are benefits for every historically under-represented group at work, including workers with disabilities: "For many workers with disabilities, the normalization of remote work has offered an opportunity to avoid energy-draining commutes and offices that are not designed to accommodate their needs." As Lean In research shows, all of these people are just as driven as their in-office counterparts, whether male or female. They just want a level playing field: to be judged on the merits of their work and the outcomes they produce, not just showing up. While you're at it, read Erin Grau's fantastic OpEd, "Flexible Work is Feminist" 🔗 Links to both articles in comments #iwd2024 #internationalwomensday #FutureOfWork #flexiblework #flexibility #remotework #hybridwork #hybrid

Just a thought before the weekend. With the introduction of new technologies certain tasks traditionally performed by junior staff are being automated. In many cases the junior position is eliminated, and residual task is redistributed to more senior employees, actually increasing their workload. Historically, the roles of secretaries and accounting clerks exemplify this transition. With the advent of personal computers and advanced software, routine tasks like typing, scheduling, and basic correspondence management, once the domain of secretaries, have been automated. Consequently, these tasks have increasingly been incorporated into the responsibilities of professionals themselves, including managers and executives. In accounting, sophisticated software has made the data entry and basic bookkeeping roles of accounting clerks redundant. These tasks are now often handled directly by accountants and finance managers, adding to their comprehensive role. In creative and technical fields, such as graphic design and engineering, advanced tools have automated tasks that were typically handled by junior staff. Senior professionals in these areas now directly engage with tools like CAD software, reducing the need for junior drafting roles. The future, shaped by GAI, will likely see an expansion of these trends. In industries like marketing and advertising, AI’s capacity to generate basic creative content might reduce the need for certain junior roles. Instead, senior marketing professionals might oversee the refinement and strategic integration of AI-generated materials. Likewise, legal services might witness AI automating document drafting and basic research, once the remit of junior staff, shifting oversight and strategic refinement to senior lawyers. Moreover, GAI is expected to make complex business platforms more accessible to a broader range of employees. This will enable senior employees without deep technical expertise to perform tasks that were previously the preserve of specialists. Consequently, the skill requirements for senior roles may grow. The result is that many professionals and managers will be responsible for a long list of simple and quick tasks, that once took much longer to perform, and were the responsibility of more junior workers. #generativeai #ai #tasks #automation

Pairing teams and AI effectively is one of the most critical leadership opportunities of the next decade. Success won’t come from layering AI tools on top of existing systems. It will require thoughtful integration into real workflows, with a clear goal: empowering people to move faster, think more strategically, and deliver lasting impact. The future of work is one where AI and humans co-drive performance. Here are three strategies I believe will be key: ✔️ Let AI do the heavy lifting: Use it to triage, summarize, and surface patterns, then pass insights to humans for high-context decisions that move the business forward. ✔️ Start with high-impact roles: Embedding AI into areas like customer experience and sales creates fast feedback loops, measurable outcomes, and early wins that build crucial momentum. ✔️ Build smart handoffs: Design workflows where AI and humans stay connected through shared context, creating a loop that keeps people engaged, informed, and in control. The future of AI isn’t just technical. It’s organizational. And the leaders who get collaboration right will unlock unprecedented levels of clarity, velocity, and value. #AI #Collaboration #FutureOfWork

Remote work has had a huge impact in the hiring and retention of Disabled talent. Despite it taking a pandemic to become a reality, remote work offers numerous benefits for Disabled individuals. Before you decide to make the return to your office mandatory, please consider some of the reasons why remote work is particularly advantageous for... ...Your company: 1. Enhanced Productivity: By eliminating distractions commonly found in a traditional office, remote work can enhance focus and productivity allowing individuals to efficiently complete their tasks. 2. Health Benefits: Remote work can positively impact the mental and physical health of disabled individuals, thereby preserving vital mental and physical resources for work related tasks. 3. Talent Expansion: Remote work opens up opportunities to hire the most qualified talent beyond geographical constraints, and the most qualified Disabled professionals seek employment with organizations that value #DiversityAndInclusivity, regardless of their physical location. ...Your disabled employees: 1. Flexible Environment: Remote work allows individuals to create an environment that accommodates any mobility or sensory requirements, ensuring maximum comfort and productivity, as well as easy access to their workspace without the need for commutes. 2. Increased Autonomy: Remote work allows disabled individuals to structure their day in a way that provides the opportunity to balance personal and professional responsibilities more effectively. 3. Improved Work-Life Balance: Remote work provides the opportunity to balance personal and professional responsibilities more effectively. Disabled employees might have medical appointments, therapy sessions, or other commitments that can be more easily coordinated when working remotely. Remote work offers a myriad of advantages for your company and for disabled talent. By embracing remote work policies, organizations can create a more inclusive and diverse workforce, where ALL employees can thrive and contribute their unique talents. Looking for more ways to create AND sustain #DisabilityInclusion in the workplace? Hit the ‘follow’ button! I’m an openly Autistic #DEIB Facilitator and Speaker on a mission to close the disability leadership gap. Want to JOIN FORCES with me? For Consulting, Speaking, Training & Workshops, email me at Becca@TrulyInclusiveLeadership.com or visit my website https://lnkd.in/ggFshWks Image description: background is a photo of me working on my computer, from my dining table. There is a darken layer covering it, and white bold font that reads: "Before you decide to make the return to your office mandatory, please consider some of the reasons why remote work is particularly advantageous for your company AND your disabled employees! Read the caption!" #DEI #DiversityInclusion #RemoteWork #TrulyInclusiveLeadership

Remote is freedom in the U.S. It’s isolation in parts of Europe. And in the world of executive hiring, that one cultural difference is shifting how companies win (or lose) talent fast. When I first started working across both markets, I didn’t fully understand just how differently “hybrid” landed in New York vs. Amsterdam. Or in Barcelona vs. Boston. But here’s what I’ve seen after placing senior leaders across both regions for 12+ years: → In the U.S., remote work is often positioned as autonomy. It signals trust. Flexibility. And in a culture that celebrates hustle and independence, it’s seen as a career enabler. → In Europe, remote work especially when not well integrated can signal distance. It can feel like a barrier to culture, learning, or leadership visibility. Especially in regions where collaboration and social cohesion are prized. Neither approach is wrong. But blanket hybrid policies miss the mark when they ignore regional nuance. Let’s take a real-world example: → I’ve placed execs in the U.S. who negotiated full-remote C-level roles—with board approval. → I’ve seen execs in Germany decline offers because the leadership wasn’t visible enough in the office to earn trust. This isn’t just about where people work. It’s about how they connect, build influence, and lead. Here’s what’s working: - In the U.S., leaders win when they prioritize asynchronous communication, results over hours, and flexibility over optics. - In Europe, leaders win when they blend in-office structure with intentional, high-trust hybrid systems especially in France, Germany, and Southern Europe. - In global companies, the best leadership teams localize their hybrid models by culture, not just function. Because leadership isn’t one-size-fits-all. It’s context-aware. The companies that retain top talent across borders are the ones who’ve realized this: → Hybrid policy = talent strategy. → Culture fit = localized leadership, not just compensation. → Remote can be freedom or friction depending on how you lead. I spend a lot of my time now helping FMCG leaders navigate these nuances. Hiring across regions is one thing. Retaining leaders across regions? That’s a whole different skillset. And if we want high-performing teams in this global market? We need to stop managing policy and start leading with understanding. Let’s talk if your cross-market leadership model could use a reset. #ExecutiveSearch #HybridLeadership #RemoteWork #TalentStrategy #FMCG #ConsumerGoods #LeadershipHiring #USvsEurope #CultureDrivenLeadership #FutureOfWork

I have made and saved a lot of money using remote teams across all of my companies.  Here’s how you do it: Almost every business could use at least some remote talent. It’s a great way to access a broader talent pool than your local area. You can also lower overhead costs — less office space, lower bills, and even hire talent from other countries. So how do you get the most out of a team that you don’t see face to face? Step 1: Define your objectives and needs Nail down your biggest reason for building a remote team. Broaden your hiring pool? More flexibility? Lower costs? Your main goal guides your future decisions. Then, assess which of your positions are suitable for remote or hybrid work. — Step 2: Develop a remote work policy A solid policy sets the tone and expectations for your team. Try to answer all questions ahead of time. Clarify Scope and Purpose: •  Who is eligible to work remotely? • For hybrid, how many days? • Is there a distance requirement? Set Communication Standards: • When should people be online and available? • What communication tools should they use? Security Protocols: Password manager?  VPN? Are you providing work equipment or expecting BYOD? — Step 3: Update your hiring process Build remote-specific job descriptions: Highlight skills like self-discipline and communication. Use diverse recruitment channels: Remote-specific job boards and communities. Tailor interviews for remote readiness: Include video calls and assess their home office setup. — Step 4: Find the right tools & technology Equip your team with tools that support collaboration and productivity. You’ll probably need: • An async communication hub (like Slack) • A video call platform (Google Meet) • A project management tool (Asana or Trello) • Hardware/software support Provide equipment or offer a stipend. — Step 5: Establish clear communication guidelines Effective communication is the backbone of remote work. Do you need people to: • Set online statuses? • Post daily updates? • Follow a response time rule? • When do you need people available for video calls? Make sure to set regular meetings and check-ins. Weekly stand-ups and monthly all-hands help keep everyone aligned. — Step 6: Build a strong team culture Strong remote teams thrive on culture and connection. Start with thorough virtual onboarding. Set up meet and greets and mentoring sessions. Add regular team activities: • Virtual coffee breaks • Game time • Casual Slack channels Celebrate everything: • Individual and team wins • Holidays • Company milestones — Step 7: Keep tabs on performance Address concerns head-on with clear goals and regular feedback. Set SMART goals: Specific, Measurable, Achievable, Relevant, and Time-bound. Schedule quarterly reviews. Focus on outcomes — not hours worked. — If you’re interested in remote staff for your teams. Comment below or message me and I’ll get you connected.

Meetings aren’t for updates - they’re where your culture is being built… or broken. In distributed, remote, & hybrid teams, meetings are key moments where team members experience culture together. That makes every meeting a high-stakes opportunity. Yet most teams stay in default mode - using meetings for project updates instead of connection, ideation, debate, and culture-building. Fixing meeting overload isn’t just about having fewer Zooms. It’s about rewiring your communication norms: ✔️ Do we know when to communicate synchronously vs. asynchronously? ✔️ Are we using async tools that give transparency without constant live check-ins? ✔️ Have we aligned on our team values and expected behaviors? 💡 3 ways to reduce meetings and make the remaining ones count: 1️⃣ Co-create a Team Working Agreement. Before you can reinforce values, your team needs to define them. We’ve spent hundreds of hours helping teams do this - and have seen measurable gains in team effectiveness. Key components: ✔️ Shared team goals ✔️ Defining team member roles ✔️ Agreed-upon behaviors ✔️ Communication norms (sync vs. async) 2️⃣ Begin meetings with a connection moment. Relationships fuel trust and collaboration. Kick things off with a check-in like: “What gave you energy this week?” Or tailor it to the topic. In a recent meeting on decision-making norms, we asked: “Speed or certainty - which do you value more when making decisions, and why?” 3️⃣ Make team values part of the agenda. Create a ritual to recognize teammates for living into the team behaviors. Ask the question: “Where did we see our values or team agreements show up this week?” And check in on where could the team have done better. Culture doesn’t happen by accident - especially when your teams are spread across time zones, WFH setups, and multiple office sites. Your meetings can become a powerful tool to build culture with intention. Excerpt from the Work 20XX podcast with Jeff Frick