Remote-first work is the great equaliser

The future of work isn’t about location, it’s about creating environments where people can contribute their best regardless of where they sit, writes Simon Sheikh.

In recent weeks, we've seen political leaders like Peter Dutton promising to return public servants back to the office if elected (which the Coalition have now reversed). Election pledges like this reflect an outdated mindset that equates physical presence with productivity. This "back to work" rhetoric reveals a fundamental misunderstanding – remote workers aren't avoiding work; they're simply working differently.

Our experience demonstrates that remote-first isn't just about employee preference – it's a strategic business advantage that dramatically improves both employee satisfaction and business outcomes.

But making it successful requires intention and clarity. Here's how organisations can build effective remote-first cultures.

Focus on output, not presence

The most significant mindset shift required is moving from valuing presence to valuing results. We're very clear about what we expect people to deliver, which creates clarity regardless of where work happens. This accountability has helped us reach our best year on record while maintaining the same headcount, proving remote work hasn't hindered productivity.

Rather than managers monitoring desk time, they should assess outcomes and embrace a genuine adult-to-adult relationship with their workforce. This is instead of the "critical parent" approach that many leaders, and it seems now our politicians, default to.

This adult conversation creates reciprocity whereby, when people feel trusted, discretionary effort naturally follows. Sometimes we need to cap this enthusiasm.

Build deliberate collaboration

The argument that offices foster collaboration ignores a fundamental truth that, without a collaborative mindset, physical proximity is meaningless. How many office workers spend their days wearing headphones, avoiding interaction? Or because of the fluid nature of work, don’t even see their manager for days on end?

Successful remote-first organisations should establish shared principles for effective collaboration, such as:

• Value contributions regardless of location.
• Encourage regular team huddles and cross-functional projects.
• Provide managers with tools to lead high-performing remote teams.
• Create both online and in-person opportunities for relationship building.

This deliberate approach to collaboration has resulted in an 80 per cent engagement score for us, approximately 10 points higher than the national average.

When collaboration becomes intentional rather than incidental, connection improves.

Invest in appropriate technology

For remote-first to succeed, technology must enable seamless interaction. Meeting spaces should be fully equipped for hybrid participation, ensuring no one feels disadvantaged regardless of location.

However, technology alone isn't sufficient. Establishing clear expectations around how you communicate and collaborate using tech is key. For example, we’ve introduced defined "bookends" for the workday to prevent the always-on mentality that can plague remote work.

Embrace genuine flexibility

Only about 50 of Future Group’s 135 team members live within a 45-minute public transport commute to a CBD location. We consider anything beyond this to be an unreasonably long commute, which then eats into quality of life.

By removing geographical constraints, you can dramatically expand your talent pool, resulting in more qualified applicants for open positions. So, this is another benefit for business implementing a remote-first approach.

This approach also addresses equity issues. Remote-first policies allow caregivers to better balance responsibilities, support people with disabilities or health conditions, and create opportunities for those priced out of major cities. When staff can design work around their lives rather than vice versa, you’ll see remarkable engagement.

Ninety-three per cent of our staff would recommend us as employers, and 92 per cent report feeling proud to work with us.

Adapt leadership approaches

Remote leadership requires different skills. Leaders must become more deliberate in communication, more outcome-focused, and more trusting.

The most effective leaders in remote environments recognise that occasional feelings of isolation can occur , just as they do in offices, and proactively create connection points. They understand that remote work requires greater self-sufficiency, and they support team members in developing this capacity.

Beyond the business benefits, remote-first policies allow people to live in and support regional and local communities rather than commuting to cities. They can access more affordable housing and invest time in their neighbourhoods instead of traffic.

When politicians lament empty CBDs, they're overlooking the revitalisation happening in suburban and regional communities. Is it really the responsibility of commuters to prop up CBD economies?

Almost 100 per cent of our job candidates ask us about remote work policies, and it's often decisive in their employment decisions. Thus, forcing people into the office is a sure-fire way to get them offside and potentially lose them.

The future of work isn't about location, it's about creating environments where people can contribute their best, regardless of where they sit. As some organisations and political leaders cling to outdated notions of productivity, those embracing remote-first approaches are already reaping the benefits of a more engaged, diverse, and productive workforce.

Simon Sheikh is the chief executive of Future Group.