Remote work builds stronger team bonds, Harvard Research shows
MASSACHUSETTS, UNITED STATES — A new Harvard Business Review research suggests that remote work can foster deeper workplace relationships through authentic virtual interactions, challenging traditional assumptions about office-based collaboration.
According to the study, remote work could bring colleagues closer by offering authentic glimpses into each other’s lives through video calls. This finding comes as major companies like Starbucks, Amazon, and Google are increasingly calling employees back to the office, often arguing that collaboration flourishes best face-to-face.
Virtual connections that build trust
The study analyzed responses from 286 full-time U.S. employees, along with over 69,000 online comments across various platforms, demonstrating how remote work facilitates learning about coworkers’ personal lives, parenting styles, and leisure activities.
When a colleague’s toddler unexpectedly appears during a video meeting or a pet makes an impromptu appearance, these unscripted moments create deeper connections between coworkers. The research, published in the Academy of Management Journal, found that “these virtual interactions can make employees see each other as more authentic, human, and trustworthy — all qualities that lead to stronger personal and professional bonds.”
Working from home actually provides employees a window into their coworkers' worlds. https://t.co/2BEdrzMv7K
— Harvard Business Review (@HarvardBiz) November 9, 2024
Implications for managers and RTO Policies
The findings suggest that managers should reconsider assumptions about remote work’s impact on employee relationships. Instead of focusing solely on bringing employees back for interpersonal benefits, organizations might explore hybrid or flexible arrangements that capitalize on remote work’s relational strengths.
The researchers also recommend tailoring RTO policies to specific tasks and desired relationship outcomes. For example, while brainstorming sessions may benefit from in-person dynamics, other tasks could be better suited for remote execution.
Another Harvard study revealed that spending more time in the office does not significantly reduce workplace loneliness, challenging common assumptions about remote work and social connection.
Ultimately, a balanced approach recognizing the unique advantages of both in-person and remote interactions may lead to stronger teams and greater employee satisfaction.
“While there is a certain magic to being in-person that we haven’t yet figured out how to fully replicate virtually, there is also a magic to working from home —perhaps being able to switch the laundry while you learn new information about your coworkers,” the Harvard research concluded.
“This is a magic that many employees have felt and are not happy about losing, suggesting that managers may want to be strategic in their RTO policies and capitalize on the upsides of working remotely.”
