It’s still not entirely clear what our workplaces will look like post COVID-19. Recent surveys find that the majority of executives believe that it is important for corporate culture to have staff in the workplace at least some of the time. Employees seem somewhat less eager to return to offices. In a PwC study from January of this year, over 50% of remote workers surveyed stated they would like to work remotely three days or more per week. A smaller number, around 20%, would like to work remotely full time.

While remote work does have obvious benefits, such as saving on commute time, office expenses, and the convenience, there are potential downsides. One major concern is that remote workers will be unable to develop the same connection to their coworkers and management team that they might have in a traditional office. Without opportunities for casual watercooler talk and seeing each other in the hallways, will remote workers feel isolated from their colleagues and organization?

Then there is the question of advancement and promotion. How do remote workers compete for opportunities with staff who are able to interact regularly with their managers and colleagues? The good news is that there are strategies emotionally intelligent remote workers can use to keep themselves from fading into the woodwork and ensure that they’re not forgotten at promotion time.

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