Working from home: freedom with a catch

Before 2020, working from home was a rare privilege, mostly for freelancers and a few lucky tech workers. Then the pandemic forced millions of people to turn their kitchen tables into offices almost overnight. Years later, a growing number of companies still offer some form of remote work, and many employees now see it not as a perk but as a basic expectation.

The advantages are easy to see. For one thing, remote workers no longer waste hours commuting. In a city like Ho Chi Minh City, where a short trip can turn into an hour in traffic, that alone can be a game changer for someone's quality of life. What is more, working from home gives people more control over their day: they can take a child to school, go for a run at lunchtime or work when they concentrate best.

Employers benefit too. When location no longer matters, a company in Hanoi can hire a talented designer from Can Tho or even abroad. Office space is expensive, so firms that downsize can save considerable sums. Some studies also suggest that remote workers are just as productive as their office-based colleagues, if not more so.

Nevertheless, this freedom comes at a price. Without a clear line between work and home, many people find it hard to switch off; the laptop is always there, and so is the temptation to answer 'just one more' message at eleven at night. Loneliness is another common complaint. Chat apps and video calls can keep a team informed, but they rarely replace the small, unplanned conversations that happen by the coffee machine.

Young employees may lose the most. Much of what we learn in a first job comes from watching experienced colleagues handle difficult situations, and that is far harder through a screen. In fact, several large companies have asked staff to return to the office for exactly this reason. Whereas senior staff often thrive at home, junior staff can end up feeling invisible and stuck.

On balance, the question is no longer whether remote work is good or bad, but how to make it work. Many organisations have settled on a hybrid model, usually two or three office days a week. For individuals, the key is to set boundaries: a fixed finishing time, a separate place to work and regular contact with real people. Remote work is here to stay, but it works best when we treat it as a tool rather than a lifestyle.