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How to Avoid Dissension Between Remote and Onsite Workers

When it comes to creating harmony and building a collaborative culture, there’s a certain mindset that must exist amongst leaders of people. It’s the mindset that anticipates and encourages progress-oriented change.

Photo: Courtesy of Wix Media


The time has come for re-evaluation of how workers can contribute their very best at every level of organizations. The considerations must go beyond measures of productivity, output, and the significant value that's created. They must include the conditions under which people work.

Leaders must look to the past to better understand the future. It’s time again for progressive change. In the same way that dangerous working conditions in years past had spurred the implementation of stringent safety measures, today's working arrangements that constrain workers' life balance are increasingly driving leaders to adopt work practices that create healthier lives for their workers.

This time, the focus is on balancing the remote work options. In other words, team members who can’t work remotely because of the nature of their work, are being provided with alternative benefits. Wise leaders are creating compensation, benefit, and recognition packages to attract, retain, engage, and ultimately advance workers who have to, or choose to work onsite at physical locations.

This is incredibly important, not only for reducing conflict between team members, but also for retaining productive associates. Some of these onsite workers don’t have a choice in the short term, but in time they’ll grow tired of perceived imbalances and leave. They’ll move away from restrictive and less desirable onsite work arrangements to virtual, mobile, and flexible ones that are more accomodating.

The first step in slowing the great loss of skilled talent is to look for ways to creatively balance the scales. Workers who are on paths with little to no flexible arrangements may be offered adjustments to their compensation packages or other benefits that provide incentives to work on site. While some leaders are still stuck on established workplace norms, smart leaders have awakened to the new realities in the marketplace and are attracting talent away from those who refuse to accept the changes that have taken place.

A second step should include educating onsite workers on opportunities that are presented by even the less than desirable arrangements. There must be the requisite communication strategies that share inherent opportunities, their capacity to contribute to the organization's mission, and the personal benefits that can be gained from the onsite experience.

It’s a matter of utilizing the time-tested principle of designing win-win arrangements. To help you discover what is in the best interest of your team, consider the following questions:

  • How must you shape work conditions and talent agreements so conditions are improved?

  • What can you do to help onsite workers feel privileged to be there, stay and give their best to the company’s culture and bottom line?

Renwick Brutus' career has spanned roles as research economist, investment advisor, entrepreneur and consultant. He holds an MBA from Fordham University and has been recognized for his outstanding achievement in sales and business leadership. Today, Renwick applies his unique blend of business strategy and interpersonal skills to help individuals prosper and companies grow. He is actively engaged as an entrepreneur, advisor and executive guide to business leaders. Contact him by email and LinkedIn.


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