What We Know About the Effects of Remote Work - The New York Times


Early research on the effects of remote work reveals a mixed economic impact, with some workers and businesses benefiting while others face challenges.
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When workplaces are remade by a tectonic shift — women flooding into the work force, the rise of computing — it typically takes some time for economists, psychologists, sociologists and other scholars to gather data on its effects.

So when employers moved suddenly to adopt remote work during the pandemic, with the share of employed Americans working exclusively from home rising to 54 percent in 2020 from 4 percent in 2019, researchers leaped to examine the effects of remote work on employees and the economy at large. Now the early results are emerging. They reveal a mixed economic picture, in which many workers and businesses have made real gains under remote work arrangements, and many have also had to bear costs.

Broadly, the portrait that emerges is this: Brick-and-mortar businesses suffered in urban downtowns, as many people stopped commuting. Still, some kinds of businesses, like grocery stores, have been able to gain a foothold in the suburbs. At the same time, rents rose in affordable markets as remote and hybrid workers left expensive urban housing.

Working mothers have generally benefited from the flexibility of being able to work remotely — more of them were able to stay in the work force. But remote work also seems to bring some steep penalties when it comes to career advancement for women.

Studies of productivity in work-from-home arrangements are all over the map. Some papers have linked remote work with productivity declines of between 8 and 19 percent, while others find drops of 4 percent for individual workers; still other research has found productivity gains of 13 percent or even 24 percent.

Nick Bloom, an economist at Stanford and a prolific scholar on remote work, said the new set of studies showed that productivity differed among remote workplaces depending on an employer’s approach — how well trained managers are to support remote employees and whether those employees have opportunities for occasional meet-ups.

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