Has the Post-Covid Work Revolution Really Taken Place?

The world of work was profoundly disrupted by the pandemic, particularly with the rise of remote work. But is this revolution sustainable? This is the question experts are debating today, as more and more voices advocate for a kind of counter-revolution.

“Remote work just doesn’t work.” The statement is harsh and comes from one of Wall Street’s most prominent executives: Jamie Dimon, CEO of the American bank JP Morgan.

Already not a fan of remote work, he officially reinstated full-time office attendance for his teams at the beginning of March. When questioned about a petition demanding the continuation of remote work, Jamie Dimon let his frustration show:

“You know I’m right about this. Many of you, when you’re on damn Zoom calls, do the following: you check your emails, you send messages to mock a colleague, you don’t listen, you don’t read the slides… of course, it slows down efficiency, creativity, and it’s just plain rude!”

He went on to add:

“Remote work doesn’t work for creativity, and it slows down decision-making. And don’t tell me working from home on Fridays works! I call a lot of people on Fridays, and no one ever answers!”

His remarks, the audio of which was shared with the press, naturally sparked strong reactions.

“If your teams are disengaged during video calls, if no one answers on Fridays, if everything slows down… it’s NOT the fault of remote work. It’s primarily a symptom of failing leadership,” analyzes Samuel Durant, a keynote speaker on the future of work, on LinkedIn.

A Post-Covid Counter-Revolution?

This controversy highlights a broader issue: the current tension between returning to pre-Covid work principles and embracing new HR norms that emerged from the pandemic.

“What remains of the post-Covid-19 work revolution?” asks Romain Bendavid, an associate expert at the French think tank Fondation Jean-Jaurès, in a recent study on the subject.

“Several signals indicate a desire to backtrack, to be less accommodating to expectations that are seen as undermining employees’ commitment to their work. Is this a counter-revolution in response to the revolution initiated by employees in how they view work?” he wonders, noting the growing discourse advocating for bringing employees back to the office.

For this expert on workplace climate and employee attitudes, the issue with remote work is also linked to the fact that it is highly favored by young professionals. “The association of remote work with laziness is even more effective because it echoes the historical stereotype of younger generations as being less hardworking,” he explains.

However, he sees this primarily as a management issue rather than an organizational one. In other words, it’s about a lack of training for managers on how to lead remote teams and the anxiety caused by excessive control, which results in employees feeling overly monitored and pressured to oversee their teams.

A Culture of Listening and Trust

What does Romain Bendavid conclude? Overall, “the recognition of this deep aspirational shift, which accelerated among workers after the health crisis, is not incompatible with companies’ productivity goals, even though it may be more challenging for smaller businesses.”

In fact, it can even strengthen employee engagement… but this depends on a shift in mindset and can only succeed if it is built on a culture centered on listening and trust.

Quite the challenge, considering Jamie Dimon’s stance.