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Managing the Emerging Risks from Remote and Hybrid Working

Managing the Emerging Risks from Remote and Hybrid Working

The COVID-19 pandemic prompted a fundamental shift in how organisations operate, with remote and hybrid working rapidly becoming the new norm. According to a September 2024 report by Statista, approximately 13% of workers in Great Britain worked from home exclusively, with a further 23 percent working from home and travelling to work .

Posted

28.10.2024

Written by

Richard Bowen

This transformation has brought significant benefits in terms of flexibility and productivity, but it has also introduced new challenges, particularly in the areas of health and safety. As businesses try to adjust to these changes, it is crucial to understand the risk and the health and safety implications of remote and hybrid working, as well as how these models affect safety culture within organisations.

Remote and hybrid work arrangements, while offering flexibility, pose distinct challenges when it comes to ensuring the health, safety, and well-being of employees. As we will see, the duties of employers under UK health and safety legislation still apply when members of the workforce are working from home or under a hybrid working model, but the risks associated with remote and hybrid working can be highly varied when compared to a traditional workplace.

Ergonomic Risks and Musculoskeletal Disorders

One of the most significant risks associated with remote working is the increased prevalence of ergonomic issues. Many employees lack the proper equipment and workspace set-up at home, leading to a rise in musculoskeletal disorders (MSDs). The Commonwealth Fund’s Charity Versus Arthritis initiative conducted a survey of employees working from home as a result of the COVID-19 pandemic (Webber 2020). Researchers in that study found that 50% of respondents had low back pain and 36% had neck pain, while 46% of respondents reported that they had been taking painkillers more often than they would like (Webber 2020). In the same survey, 89% of those suffering with back, shoulder, or neck pain as a result of their new workspace had not told their employer about it.

Prolonged use of laptops on non-adjustable surfaces, such as kitchen tables or sofas, coupled with inadequate seating, can contribute to back pain, neck strain, and repetitive strain injuries. While organisations have traditionally managed these risks in the workplace through ergonomic assessments, implementing such measures for a dispersed workforce poses logistical challenges. Employers need to provide ergonomic guidance, conduct workstation assessments, and ensure that employees have access to proper equipment, such as adjustable chairs, desks, and external keyboards.

Mental Health and Isolation

Remote working can lead to increased feelings of isolation, anxiety, and stress, particularly when employees are disconnected from their colleagues and organisational support systems. The Health and Safety Executive (HSE) recognises mental health as a critical component of workplace safety, and there is growing concern that remote work could exacerbate mental health issues.

For hybrid workers, the constant transition between home and office can also create a sense of instability and burnout. Employers need to be proactive in addressing these risks by implementing mental health support systems, promoting open communication, and ensuring regular virtual check-ins with team members. Many employer’s invest in Mental Health First Aid training to ensure they have sufficient numbers of competent staff who can identify mental health issues in the workplace and take appropriate action.  Mental Health First Aiders can also be used to support any staff working remotely where visual signs of mental health issues are much harder to identify.

Work-Life Balance

Remote and hybrid working can blur the boundaries between work and personal life, increasing the risk of overwork and burnout. The Royal Society for Public Health (RSPH) revealed in a 2021 study that 67% of those surveyed found it more difficult to switch off from work when working remotely. With no physical separation between the office and home, many employees feel pressured to be constantly available, leading to longer working hours and a deterioration in work-life balance.

To mitigate these risks, organisations should promote healthy working practices, such as setting clear expectations around working hours, encouraging breaks, and fostering a culture that respects personal time. Tools such as time management apps and automatic reminders to take breaks can also help employees manage their workload more effectively.

Health and Safety Legislation and Employer Responsibilities

UK employers are legally required under the Health and Safety at Work etc Act 1974 to ensure the health, safety, and welfare of their employees, regardless of where they work. The Management of Health and Safety at Work Regulations 1999 further obliges employers to carry out risk assessments for all workers, including those working from home.

While home-based workspaces may seem less hazardous, employers still need to assess and mitigate risks, including fire safety, electrical safety, and ergonomic concerns. The challenge lies in conducting accurate assessments remotely and ensuring that employees adhere to health and safety guidelines in environments beyond the employer’s direct control, but where they still have a duty for their worker’s health, safety and wellbeing.

A 2022 survey by the Chartered Institute of Personnel & Development (CIPD) asked employers what additional measures they were putting in place to accommodate the increase in remote and hybrid working practices. Despite 44% of respondents reporting that their organisation had seen an increase in stress or mental health problems, such as anxiety or depression, through people working remotely, none confirmed that they had adapted their existing health and safety practices to accommodate the changing risk profile that comes with remote and hybrid working.

The Impact on Organisational Culture and Safety Culture

The shift to remote and hybrid working has far-reaching implications for organisational culture, particularly health and safety culture.

 

In a traditional workplace, safety culture is fostered through shared experiences, face-to-face interactions, and visible leadership. However, when employees are physically dispersed, maintaining a strong health and safety culture becomes more challenging.

Loss of Visibility and Direct Supervision

In an office or on-site setting, managers and leaders play a critical role in reinforcing health and safety culture through regular interactions, supervision, and visible commitment to safety. Remote and hybrid working reduces this visibility, making it harder for leaders to demonstrate their commitment to safety and for employees to feel connected to their organisation’s values around health, safety and wellbeing.

In its ‘Future Trends in Leadership & Management’ survey (May & Pardey, 2014), the Institute of Leadership and Management (ILM) found that 61% of managers struggled to maintain oversight of remote employees’ well-being and performance. This lack of direct supervision can lead to a decline in adherence to safety protocols, particularly if employees feel that health and safety concerns are no longer a priority. To address this, organisations must find new ways to communicate around safety to remote employees.

Communication Challenges

Effective communication is essential for maintaining a strong safety culture. In a remote or hybrid environment, communication can become fragmented, leading to misunderstandings or lapses in following safety-critical procedures. Without the benefit of face-to-face meetings, casual conversations, or spontaneous problem-solving, safety issues may not be addressed promptly.

To overcome these challenges, organisations need to invest in robust communication platforms and establish clear lines of communication for reporting safety concerns. Tools such as Slack, Microsoft Teams, or dedicated safety applications can facilitate real-time communication and ensure that employees have a platform to raise concerns and share safety information.

Erosion of Team Cohesion and Trust

Remote working can erode team cohesion, which is a key component of a strong safety culture. In a cohesive team, employees are more likely to look out for one another, share safety concerns, and collaborate on finding solutions to potential risks. When employees are working in isolation, this sense of teamwork can diminish, leading to a less collaborative approach to safety.

Building trust and cohesion in a remote environment requires deliberate effort. Virtual team-building activities, collective safety exercises, and regular opportunities for informal interactions can help maintain a sense of community and shared responsibility for safety.

Reduced Opportunities for Learning and Development

A strong safety culture thrives on continuous learning and improvement. In traditional workplaces, employees learn from one another through observation, mentorship, on-the-job training and maybe most significantly through daily peer-to-peer interactions.

Organisations must compensate for this by providing remote training opportunities and creating digital resources for employees to access safety information. Virtual workshops, webinars, e-learning platforms and making time for purposeful discussions can help bridge the gap and ensure that employees continue to develop their safety knowledge.

In addition, managing remote and hybrid working requires a different skill set to managing a fully in-person team. The CIPD recommends that even if managers have experience of managing remote teams, organisations should still consider putting in place specific learning and development to ensure effective people management.

Leadership and Safety Ownership

Leaders play a vital role in shaping and maintaining safety culture. In a remote or hybrid setting, leaders must make a concerted effort to demonstrate their commitment to safety, even when employees are not physically present. This requires transparent communication, regular engagement with employees, and visible support for safety initiatives.

Safety ownership must also be distributed across the organisation, with employees empowered to take responsibility for their own health and safety and that  of their colleagues. By promoting a culture of shared ownership, organisations can ensure that safety remains a priority, regardless of where employees are working.

Navigating the Future of Work Safely

As remote and hybrid working become more common in the UK workforce, organisations must adapt their health and safety strategies to address the unique risks and challenges posed by these new models. Employers must remain proactive in managing ergonomic risks, promoting positive mental health and wellbeing, and ensuring compliance with safety legislation in remote workplace environments. At the same time, maintaining a strong safety culture requires effective communication, leadership, and team cohesion, even when employees are physically dispersed.

Through a blended approach of embracing technology, fostering open communication, and empowering employees to take ownership of safety, organisations can navigate the future of work safely and sustainably. As the modern workplace continues to evolve, so too must our approach to ensuring the health and well-being of all employees, wherever they may be working.

 

For more information on how Finch Consulting can help you manage the risks in your workplace, please contact [email protected]. 

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