Remote working: unprecedented increase and a developing research agenda

As we start to move beyond or acclimatise to COVID-19, a rise in remote working looks set to be the change in work practices most likely to stick long term. Specifically, a long-term growth in hybrid working seems inevitable. Pre-pandemic, work technology had already advanced considerably to enable remote working, but the lockdowns demonstrated that it is eminently feasible in many more jobs than previously thought and the demand from employees appears to have strengthened substantially. As a fundamental shift in how we work, there are implications for core HRD topics, including learning and development, organisational productivity, workload, effective communications and relationships, and people management capability. This special edition contributes to an important growing research agenda on remote and hybrid working, investigating its relationships with employee wellbeing and work-life balance; leader-member exchange (LMX); knowledge exchange; workforce inclusion; learning effectiveness; sustainable career development; and employee voice and choice in informing work practices.

Automated summary

As we adapt to COVID-19, remote working is expected to become a long-term change in work practices. The growth of hybrid working seems inevitable. This has implications for various HRD topics, including learning and development, productivity, workload, communication, and people management. This special edition of research investigates the relationships between remote and hybrid working and employee wellbeing, work-life balance, leader-member exchange, knowledge exchange, workforce inclusion, learning effectiveness, sustainable career development, and employee voice and choice in work practices.