Flexible Work and the Meritocracy Myth
I was at SHRM’s Annual Conference in Chicago last week, speaking about how HR can support effective remote work. I’ve given different versions of this talk in a few contexts, but one of my core messages is always that remote work (in any form, be it fully remote teams or roles, or a ‘work from home’ policy) cannot succeed if it is layered over a low-trust work environment.
When I speak about this topic, I share a few symptoms of low-trust as it relates to remote work, and one of them is an organization in which managers are free to treat ‘work from home’ as a reward, rather than understanding and applying a clearly defined business reason for committing to remote work/’work from home’ as an organization.


