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Remote Work for Your Employees: For or Against?
With the ongoing debate about returning to the office (full-time or hybrid) this fall, we find it relevant to share our own experience. Why? Because we've been working remotely since 2002.
So, when asked: 'Are you in favor of returning to the office?' our answer is simple: it depends. But on what? Mainly on three factors: the type of tasks, the compensation model, and the type of organization.
Types of Tasks and Remote Work
Not all tasks are suitable for remote work. Some require focus and autonomy, while others demand collaboration and real-time interaction.
Individual and Autonomous Tasks
These tasks can be carried out remotely with ease:
Writing: articles, guides, newsletters
Analysis: statistics, data analysis, dashboards
Programming: scripts, troubleshooting, automation
Accounting/finance: data entry, reconciliation, reporting
Production-based work: private lessons, translation, graphic design
Employees paid on a per-task basis have an advantage: their compensation is directly linked to their output, so monitoring does not need to be as strict.
Highly Collaborative Tasks
Some professions require frequent, real-time interactions:
Multidisciplinary teams in R&D or engineering
Architects and urban planners
Creative teams in film, video games, or product design
Marketing teams or cross-channel project groups
In these roles, certain tasks can be done remotely, but critical moments require physical presence and close collaboration.
Compensation and Remote Work: A Winning Combination
The compensation model can significantly impact the effectiveness of remote work:
Salaried employees: must account for their hours and productivity, which requires closer supervision and reporting tools.
Employees paid per task or per deliverable: performance is measured directly against outputs, making remote work more flexible and easier to manage.
To support remote work, a deliverable-based compensation structure is an excellent option. For roles where this system already applies (e.g., salespeople, trainers, programmers), remote work is even easier to implement or maintain.
Of course, not all roles can be structured this way, either because their tasks are hard to break down or because of historical practices. Still, more and more companies are integrating at least part of their compensation around goals and results. This adjustment helps facilitate remote and hybrid work.
In reality, however, very few companies are entirely on one side or the other.
Challenges for Mixed Organizations
In companies that combine autonomous and collaborative roles, setting a uniform policy can be complex. The hybrid model-mixing remote and in-office work based on needs, with clear and transparent rules-is often the best solution. This way, all employees are treated fairly.
Company Culture and Belonging
Remote work does not mean isolation:
Regular video meetings
Group activities and team-building events
Clear communication about objectives and recognition of contributions
With proper support, team spirit and motivation can remain strong, even at a distance. But just like in the office, this requires time and effort. Having a dedicated person responsible for fostering culture and engagement is often an excellent idea.
Conclusion and Recommendations
Type of tasks: the more autonomous the work, the easier and more effective remote work becomes.
Hybrid model: combines individual productivity with collaboration-ideal for companies or roles that require both.
Adapted compensation: pay-per-task or results-based compensation (e.g., commission for salespeople) supports remote work.
Our Experience
Since 2002, our school has operated entirely remotely. Most of our teachers are paid per task, which ensures flexibility, autonomy, and productivity. In a way, we are fortunate: the very nature of our business lends itself perfectly to remote work.
And you? How does your organization manage remote work? What factors influence your choices?