The COVID-19 pandemic significantly altered the way we work. Many organizations in Maine rapidly shifted to remote and hybrid work environments. From initially working at kitchen tables to adopting flexible schedules, employees and employers alike have experienced both the benefits and challenges of this new work model. As we move beyond the crisis, it’s time to reflect and optimize the lessons learned from remote work in Maine for the workforce and businesses alike.
At Union River Center for Innovation, we’ve increasingly worked to offer services that support remote workers and entrepreneurs. For instance, people have the flexibility to purchase a day pass or a monthly subscription. Co-working spaces, office rentals, a community lab, and a conference room are all perks remote workers can utilize at the Center.
The Remote Work Shift
During the pandemic, as much as 61% of workers found themselves working remotely or in hybrid models. While some have since returned to the office, data shows that 40% continue to work in a remote or hybrid capacity. This shift represented 40 years of growth in remote work compressed into just a few months. Pre-pandemic, only 7% of employees worked remotely full-time; now, that number has climbed to 28%.
Yet, there remains a gap between employees’ and employers’ preferences for in-office work. For example, 34.8% of employers favor a full return to the office, while only 17.6% of employees agree. This tension highlights the need for a balance that meets both the workforce’s desire for flexibility and businesses’ operational needs.
Lessons Learned and Challenges Faced
The rapid shift to remote work provided valuable lessons on what not to do. Many organizations executed flexibility on a crisis-driven basis, focusing on immediate needs rather than long-term strategy. Now is the time to optimize this flexibility intentionally, aligning work models with both business goals and employee well-being.
Health and wellness concerns have emerged, particularly around overwork and the challenge of “shutting off” when working from home. Managing employee performance has also become complex, as monitoring physical presence is no longer an option. Instead, businesses must measure output and productivity while maintaining clear communication. Joshua Howe, the Deputy Executive Director for Workforce Training and Remote Working at the Harold Alfond Center for the Advancement of Maine’s Workforce, has emphasized:
“Remote and hybrid work has the potential to provide employment for people that they may not otherwise have access to… all the while meeting Maine businesses’ need for qualified employees.”
He highlights that remote work in Maine isn’t just about sending employees home with a laptop. It requires intentional efforts in communication, engagement, and the right tools to be successful.
“Organizations are going to need to measure people’s productivity based on outputs rather than being on site, and ensure their teams have the right tools and processes to be successful.”
The Benefits of Remote Work in Maine for Employees and Employers
Talent Pool and Diversity
Remote work in Maine opens the door to a more diverse workforce. Women, for instance, are 24% more likely to apply for remote roles, and companies see 33% more applications from underrepresented minorities. Additionally, millennials (ages 28-43) are more likely to want remote or hybrid work, further broadening the potential talent pool.
Recruitment and Retention
Organizations that offer flexible work arrangements benefit from increased retention. Employees working remotely are 20-30% less likely to quit, which reduces recruiting costs. Companies also gain access to a broader talent pool, helping fill specialized roles that may not be available locally.
Productivity and Cost Savings
Contrary to early fears, remote work doesn’t necessarily reduce productivity. In fact, employees working remotely two days a week report no loss in productivity. From an employee’s perspective, remote work brings significant cost savings and greater work-life balance, resulting in improved job satisfaction.
Challenges to Address
While the benefits are clear, there are challenges to navigate. Organizations must be mindful of proximity bias, where those working remotely may have less access to leadership, development opportunities, or promotions compared to in-office staff. Performance management also shifts away from monitoring and towards evaluating output.
Intentional communication is critical. Organizations must build time for connection, whether through regular meetings, hybrid office days, or digital tools that facilitate collaboration. Joshua Howe points out that companies need to measure productivity based on outputs and ensure their teams have the right tools to stay engaged and connected.
Optimizing Flexibility
As businesses continue to adapt, it’s crucial to optimize the flexibility that remote work offers. This means shifting to more asynchronous work, reducing unnecessary meetings, and providing greater autonomy to employees. It also improves equity by accommodating diverse needs, such as caregivers, people with disabilities, and those in different time zones.
It’s time for Maine businesses to go beyond crisis-driven solutions and create long-term strategies that support a flexible, productive workforce. As Joshua Howe put it:
“It’s a win-win for Maine’s businesses and people… allowing people to live, work, and play in Maine’s many rural communities while earning good income, helping those communities remain strong and vibrant.”
By intentionally aligning policies, tools, and communication processes, Maine’s workforce can thrive, and businesses can stay competitive in an increasingly flexible work environment.
For those interested in further developing their remote work strategies, MCCS’s Remote Work for ME offers self-paced courses for front-line staff, supervisors, and business leaders—free through the end of the year. Learn more here.
