"Research confirms what many business leaders already sense: inequality in remote work is growing. High-income, highly educated employees are far more likely to have remote options, while most others are not. For jobs paying around $30,000, remote work is rare; for those earning over $200,000, more than 30% offer part- or full-time flexibility. Many of the executives we talk to in our executive education programs mention fairness (or the lack thereof) as a significant concern associated with work-from-home."
"In this new world, work will not be uniform - it will be personalized. But with personalization comes the challenge of maintaining fairness in the increasingly customized work arrangements. How should organizations address this? In general, there's no shortage of felt unfairness in the workplace. Everyone knows that people within the same organization often earn different salaries. Other benefits - like health insurance or leave policies - are also unequally distributed."
Decisions about who works remotely are becoming a major source of workplace tension as organizations implement return-to-office mandates and hybrid schedules. Remote-work access is increasingly unequal: high-income, highly educated workers are much more likely to have flexible remote options while lower-paid workers rarely do. Perceptions of unfairness over remote-work allocation can erode employee engagement and morale among those required onsite. Work arrangements are becoming personalized, creating challenges for consistent and fair treatment. Acceptance of unfavorable decisions improves when decision-making processes are perceived as fair. Organizations must design transparent, equitable rules and processes to manage personalized work arrangements.
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