‘You’re less likely to get a pay rise or promotion if you’re not physically visible’

Dawn Morton, 41, an HR consultant from Watford

I’ve spent years trying to explain to managers and employees that working from home is not the same thing as slacking. But despite my efforts, it was always seen as somehow inferior. Covid has flipped that on its head. Now, everybody seems to want a piece of the home-working action. Most of the employees I speak to love the extra flexibility.

I can relate: I’m now home every afternoon when my daughters, 13 and 10, return from school. Before, I might have taken a break to make a cup of tea in the office kitchen. Now I use that same time to rustle up a snack for my daughter.

Even bosses are not as opposed as you might expect. Most managers appreciate the boost in output that comes from home working (studies have shown that employees are more productive when they feel empowered over their daily schedules).

But still, I have my concerns. I worry that flexiworking could create a two-tier system of office workers versus home workers. Evidence suggests that you’re less likely to get a pay rise or promotion if you’re not physically visible, without any of those “watercooler moments” that help you gel with your boss.

It’s a particular risk for carers and mothers of young children, who are more likely to choose the homeworking option. And team spirit certainly suffers, a particular problem in an industry like sales, I’ve noticed, which thrives on the sparky cut-and-thrust of office cultures.

My advice to managers is to listen to your staff, and certainly don’t force anybody to drag themselves into the office every day if they’re strongly opposed. This will ultimately make them less productive, meaning that everybody loses out.