This article has been reviewed according to Science X's editorial process and policies. Editors have highlighted the following attributes while ensuring the content's credibility: Six years after the COVID-19 pandemic accelerated the shift to remote work, hybrid and remote arrangements have become an established part of the labor market. About one in five Canadians now works remotely some or all of the time.
For many employees, this shift has brought greater autonomy and flexibility. Time previously spent commuting can instead be spent with family or friends. Research has also found that hybrid work can improve employee retention without sacrificing performance.
These benefits, however, may not be experienced equally. Remote and hybrid work may be particularly difficult for employees who are at the beginning of their careers, when much of their professional development still depends on learning from experienced colleagues. Our new report, "The End of the Water Cooler: The Hidden Cost of Remote and Hybrid Work on Entry-Level Employees," examines this problem.
Think about your first professional job. Much of what you learned probably didn't come from an employee handbook. You likely learned by observing those around you.
You heard how they approached a problem. Someone pointed out a mistake before it became a larger one. A mentor invited you to a meeting.
You asked questions over coffee. You learned who fixed what, who to trust and how things really got done. These are forms of tacit learning: knowledge that is difficult to codify and is often acquired through observation, experience and social interaction.
Extract — continue reading at the source.
