Encouraging remote workers to reflect on their experience, so they can have a better understanding of their work and nonwork patterns and habits. By reflecting, employees can develop work and nonwork boundary management, self-care, communication, planning, help-seeking, and coping strategies that help them manage demands, schedules, space, and resources. 

Encouraging Reflection

New remote workers may need help with making arrangements and setting boundaries for work and nonwork and sharing them with others at work and home. Employees can do better at balancing work and nonwork by developing a better understanding of the resources and demands generated because of remote work and communicating those demands. 

Helping New Remote Workers

Employers are encouraged to allocate a budget for supporting remote workers financially to ensure they have the right equipment, tools, and other resources, especially for new remote workers in the early stages of their transition to remote work. 

Providing Financial Support

Facilitating a sense of community and enhancing bonding among remote workers by providing communication opportunities and social activities. 

Facilitating a Sense of Community

Supervisors and managers should pay attention to vulnerable groups of workers, such as single parents, employees with caring responsibilities, and employees with disabilities, and listen to their needs and concerns when necessary. 

Paying Attention to Vulnerable Workers 

- Encouraging reflection
- Helping new remote workers
- Providing financial support
- Facilitating a sense of community
- Paying attention to vulnerable workers 

New York University

Abrupt transitions can lead to many negative outcomes. Therefore, providing employees with smooth transitions to remote work considering their work-life balance shows many desired outcomes. 

Supporting Employee Transition

Shirmohammadi, M., Au, W. C., &amp; Beigi, M. (2022). Remote work and Work-Life Balance: Lessons learned from the covid-19 pandemic and suggestions for HRD Practitioners. Human Resource Development International, 25(2), 163–181. https://doi.org/10.1080/13678868.2022.2047380 

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