Companies must master remote working challenges to succeed post-COVID

China is now considered a veteran when it comes to remote working. Home to some of the world's largest companies, back at the start of the COVID-19 pandemic, hundreds of millions of workers were told to set up home desks and get their webcams out. The infamous 996 work schedule was replaced colloquially by another tongue-in-cheek phrase, 007, which means at home, all the time.

Remote working is now mainstream, and offers many advantages which, pre-pandemic, were limited to fringe, forward-thinking companies. From the obvious, such as lower office rental costs and more flexible schedules, to saving money on commutes, many experts also claimed an increase in productivity and employee loyalty.

However, home offices are far from perfect, and many other issues, such as loneliness and a blurring of work/life balance, also loom. Organizations must address these issues as workplaces increasingly incorporate home working for the masses.

Remote meetings are susceptible to poor internet connections in the homes of employees who do not have the luxury of dedicated IT departments. Face-to-face meetings will always command an interpersonal charm over pixelated video links.

Quality of visual communication is key, and a way round this could be the use of recorded video messages. Already video messaging apps are in circulation among young tech-savvy salespeople who know the importance of a personal touch; however, translating this to corporate communications would do well for teams struggling with poor connections in real time.

Often meetings which do take place can be unnecessary and easily replaced by a quick email. The novelty of home working and being isolated from a physical team presence can lead many to overuse video links in an attempt to compensate. This, however, can be timewasting. Changing remote work culture to minimize emails and keep group meetings to essential events with key clear agendas will streamline office function greatly.

Passive knowledge shared in a physical office is, for many, a key understated component of career progression. Managers sharing quick tips with interns and new recruits are part of a social corporate system essential for staff development, no matter how fleeting the encounter. Remote working seriously limits these opportunities, although this may be overcome through encouraging out-of-hours teambuilding exercises or social functions. So-called "water cooler chat" is more essential than many think, and vital for building trusting and effective relationships between workers. If COVID-19 restrictions allow for it, organized social meetings in real life would further benefit.

Managers will have a heavy responsibility to ensure that workers integrate well into home working culture. Precise and simple communication will be more important than ever, to set a clear direction while at the same time encouraging concise messaging and creative ways of being interpersonal. The convenience of communication technology should be exploited here; it has never been easier for line managers to drop team members quick daily individual messages, maintaining close working relationships with each person.

Being aware of the pressures that many are facing at home with added childcare responsibilities from shut schools and feelings of isolation are important roles for managers to take, and doing so will lead to great dividends for those looking to succeed in the workplace of the future.

Barry He is a London-based columnist for China Daily