Presenteeism does not equal productivity. Choice over where, when and how people work can support work-life balance, wellbeing, focus and productivity. Managers can maintain performance by setting clear outcomes, reviewing progress and addressing concerns.
More than ten years ago, as Benefits Lead on the government’s Smarter Working Programme, I helped introduce technology and train managers to lead remote teams effectively. Where roles allowed, staff were trusted to choose where, when and how they worked, while remaining accountable for outputs and service responsibilities. Civil Service working patterns have changed since COVID, but I remain an advocate, having seen the benefits.
Choice supports wellbeing and productivity
Balance looks different for everyone. During COVID, I saw people whose wellbeing suffered from prolonged remote working. They felt happier, better connected and more effective with an office’s routine and interaction. Flexible working should allow for that choice too.
I also saw first-hand the difference that flexible working could make. One colleague in a highly specialised team planned to leave after 18 years in the department. Her partner had to take a night job while she worked a conventional office day, leaving them little time together. She held a wealth of institutional knowledge; it took around 18 months to bring someone close to handling even the basics of her role.
She chose where, when and how she worked, gaining time with her partner while meeting her role’s requirements. We retained her experience and knowledge without having to recruit, and her engagement and job satisfaction improved.
In a caseworking team, attrition was exceptionally high. Training took around 20 weeks, yet people often left soon afterwards. I listened to what colleagues valued and what would help them stay. Many could not see themselves staying while required to be at an office desk from nine to five.
In the next building, staff in another department had the same pay, holiday and pension terms but a laptop and flexibility from day one. We gave our caseworkers laptops and a choice between office and remote working. Attrition fell sharply and average tenure increased.
Flexibility can mean different things
As a carer for around 15 years, I found that planning work around my responsibilities reduced the tension between work and home. I became more focused and effective at work, without feeling I had to overcompromise at home.
Not every role allows remote working or complete freedom over hours. Some frontline customer service roles require staff at set times or in a particular location.
In our programme, where roles allowed, staff did not have to agree an individual working pattern with their manager. They were trusted to meet clear expectations for quality, deadlines, service coverage and collaboration. An individual plan was required only when outputs were not being met; the manager and employee could then discuss barriers and support. This was a significant shift for managers used to seeing their teams daily. Many initially defaulted to command and control. Training and support built their confidence to manage differently.
Where full choice is not possible, different start and finish times or shift patterns may offer flexibility while meeting service needs.
Blanket office attendance targets can overlook the balance that helps someone stay. Office time can support collaboration and connection, but attendance alone does not guarantee either.
On many occasions, I went into an office to meet an attendance requirement, only to find none of my team there. I joined virtual meetings just as I could have done from home.
If an attendance target is intended to improve collaboration, how do we know it is achieving that?
Build trust and give people autonomy
As Head of Culture, I supported managers to relinquish unnecessary control, push decision-making to those doing the job and use coaching conversations to build capability. When a colleague raised an issue, managers asked: “What do you think we should do? What options do we have? What support or authority do you need?”
Decision-making authority helped staff resolve blockages and improve their work without seeking permission for every decision. Managers spent less time firefighting and more time coaching and removing barriers. With clear output expectations, this approach can support healthier, more engaged and productive remote teams.
Manage outcomes to maintain productivity
A green dot on Microsoft Teams suggests someone is available, not whether work is progressing, cases are being resolved well or someone is overwhelmed. Constant monitoring can add to managers’ workloads and leave employees feeling they must appear available rather than focus on quality work.
Scheduled conversations provide space to discuss progress against outcomes, workload and support, while staff manage their work between conversations. If outputs are not met, agree individual support rather than withdrawing flexibility from the whole team.
Train managers to lead hybrid and remote teams
Managing a hybrid or remote team requires training. A 2021 CMI and Work Foundation survey of 1,036 CMI members in office-based organisations found around two-thirds reported no training in managing remote staff. Without support, some managers resort to monitoring rather than coaching.
If organisations expect managers to maintain performance and support wellbeing across remote teams, have they given them the skills, time and support to do both?
Quality one-to-ones give staff space to discuss delivery, workload, development and wellbeing. Ask whether demands are manageable and whether they have the support and connection they need. Cameras should not be compulsory, but managers need to understand how someone is doing. During lockdown, I heard of someone whose wellbeing concerns went unnoticed for months during poor one-to-ones.
A 2026 LSE report, based on a survey of 801 UK firms, found that 42% of those providing systematic staff training in digital technology and hybrid working reported positive productivity effects from remote work, compared with 20% of firms making no such investment. More than half also reported improved staff wellbeing from remote work. These are reported experiences, not proof of cause.
What managers can do
- Set clear outcomes and quality standards; discuss progress in scheduled conversations while trusting staff to deliver.
- Coordinate contact and handovers, respecting choice and time away from work.
- Discuss workload, connection, wellbeing and delivery in one-to-ones.
- Coach colleagues through obstacles and give them decision-making authority.
- If outputs are not being met, discuss barriers and agree an individual support plan.
When people are treated as adults, feel supported and have choices that help them find balance, they can bring more of themselves to work. Engagement and goodwill can grow.
Freedom and accountability go together: staff have choice while managers review outcomes and address concerns.
Want to really maximise productivity, staff engagement and wellbeing for remote teams? Train your managers how to stop monitoring the green dot and instead lead remote teams with intent.
About the author
Fiona Yensen is founder of Twiga Training & Consultancy, supporting organisations to build confident managers, healthier cultures and more effective ways of working. She brings more than 30 years’ experience across public, private and charity sectors, including 20 years in the Home Office, where she led wellbeing, culture, learning and smarter working programmes for workforces of up to 40,000 people. Find out more at twigatraining.com.
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