Remote Workers, Double-dipping and Productivity

In the weekly newsletter from LinkedIn News last week, I read about employers’ concerns that remote workers may be double-dipping. And I thought it a worthy discussion to take up this week.

Double-dipping in this context refers to the employees exploiting the remote work setup for personal gains. This majorly entails engaging in activities unrelated to their responsibilities during paid work hours. They could be running personal errands, working on side projects, or holding multiple jobs simultaneously.

Does this sound like something you may have seen play out around you? Of course, it does.

Now, employers have no problem with remote working setups. For one, it allows them to cut back on office/overhead costs, as well as recruitment and retention costs. Employees also value the work-from-home setup, so the rate of resignation and rehiring is low in such cases.

However, employers want to get full value for the work hours they pay for, and they should.

What the newsletter said…

“A new poll reveals many leaders fear their remote employees are “double dipping,” or they have other gigs. Sixteen percent of chief human managers surveyed by Gallup said executives at their firms think remote workers might have another salaried, full-time position in secret. Anthony Klotz, professor at University College London’s School of Management, says this “probably reflects a larger concern about how invisible remote workers spend their time.”

Are the fears justified?

No, at least not according to the statistics, anyway. McKinsey estimates that only about 5 percent of the workforce engages in such “double dipping,” but that’s not all. I did some findings on other surveys on remote workers, and here are a few that corroborate McKinsey’s stand.

The Stanford Study surveyed about 250 random employees in a large multinational firm and proved that the common thought that remote workers sleep off and watch TV during work hours is largely untrue. In contrast, the study found remote workers to be 13% more productive than full-time on-site workers. Here’s an excerpt of the findings.

“Remote employees worked 9 percent more in minutes per day. They were rarely late to work, spent less time gossiping and chatting with colleagues, and took shorter lunch breaks and fewer sick days. Remote employees also had 4 percent more output per minute. They told us it’s quieter at home. The office was so noisy many of them struggled to concentrate. “

Interesting stuff here. I’d like to hear what you think about this.

However, I did some further probing and concluded that the fears might be linked to some COVID-19 pandemic-era surveys that had different results. For instance, The Hillreports that the surveyed firms noticed an 18% drop in productivity among remote workers. However, they connected this to the fact that some of the first firms to adopt remote working just did it because of the pandemic. They had little or no time to put in place the tools to ensure productivity from remote workers or to provide some monitoring and supervision. Even the managers were ill-equipped to manage a remote team.

I entirely agree with that, too, which is why I made a short list of some things I think companies can put in place to encourage and enhance productivity from their remote teams.

1. Clear Communication: Establishing clear communication about expectations is crucial. Employers should outline guidelines for remote work, including working hours, availability, and the importance of staying focused during designated work times.
2. Results-Based Management: Shift the focus from monitoring hours worked to evaluating results achieved. By setting clear performance goals and assessing outcomes, employers can ensure that employees meet expectations regardless of their physical location. So, if the employee can achieve an 8-hour long task in less time, should the employer still be worried about double-dipping?
3. Flexible Schedules: Recognize that one of the benefits of remote work is the flexibility it offers. Allowing employees to manage their schedules within reasonable limits can enhance their well-being and reduce the temptation to double-dipping.
4. Technology Solutions: Implement technology tools that enable efficient monitoring of tasks and projects. Remote work requires some tools, software, and talent for proper management. Project management software, time-tracking tools, and regular check-ins can help employers stay informed about progress and address any concerns promptly.
5. Trust Building: Foster a culture of trust by emphasizing mutual respect and accountability. When employees feel trusted and valued, they are more likely to uphold their responsibilities and contribute positively to the organization.

This is one topic that can hardly be exhaustive. Please share your thoughts, too, in the comments. What else can employers do to address double-dipping where it exists? And what can remote workers do to build trust with employers?