Why it’s time to rethink the term “remote working”

Imagine this, a colleague tells you they’re taking time off to visit somewhere remote. What do you picture? Perhaps a rustic cabin in the Scottish Highlands, miles from the nearest town, or a windswept beach in Wales, untouched by crowds.

Now, imagine the same colleague says they’re “remote working". What springs to mind this time? For many, the term conjures an equally isolated image, someone distanced from their team, out of sight, and out of mind.

Words matter. As HR professionals, business leaders, and workplace pioneers, we know this better than most. Yet, despite our best intentions, we continue to use the term “remote working”, a phrase that subtly reinforces disconnection. 

If we want to shape a more connected, flexible future of work, it’s time to revisit the language we use.

The problem with “remote”

Language shapes perception. By defining work outside the office as “remote”, we unwittingly frame it as distant and separate from the heart of organisational culture. For employers already grappling with trust issues around flexible work, this framing isn’t helping the cause.

In my experience, speaking with leaders across industries, two concerns come up time and again when it comes to enabling employees to work beyond the office:

1. Trust: Many leaders worry that without the physical presence of their team, productivity will suffer. The image of someone working in pyjamas with Netflix on in the background is hard to shake, despite evidence suggesting otherwise.
2. Infrastructure: Employers fear that without the right technology and systems, working outside the office will lead to inefficiencies, frustration, and a loss of collaboration and “culture”.

By adding the term “remote” to the mix, these challenges are further exacerbated. After all, if someone is “remote”, aren’t they also harder to reach? Harder to manage? Harder to trust? This is a subtle but powerful bias, one that could stifle progress at a time when the workplace is undergoing rapid transformation.

The pandemic’s pivotal moment

Of course, the pandemic upended this narrative. Practically overnight, working from home became a necessity for many rather than a perk, forcing organisations to adapt. 

Leaders who were once sceptical about flexible work invested in the tools and systems to make it viable, while employees demonstrated, often overwhelmingly, that productivity doesn’t depend on proximity.

Despite these advances, the language we use still lags behind. The term “remote working” anchors us to old assumptions about distance and detachment, even as the reality of work evolves.

Reimagining flexibility: the case for “natural working”

Let’s retire “remote working” and embrace “natural working".

“Natural working” reflects a fundamental shift in how we think about work. It acknowledges that productivity and engagement thrive when people are empowered to work in an environment that suits them best at that given time.

Nature flourishes when each element, whether plant, animal, or ecosystem, works in harmony with its surroundings. In this same way, “natural working” suggests alignment between employees, their work, and their environment, wherever that may be.

Imagine a culture where people can seamlessly transition between working at home, in the office, in a coffee shop, or on a train. A culture where location isn’t a barrier to collaboration but a choice that supports wellbeing and performance. 

That’s the promise of natural working.

Shaping the future with “Me, We, and Us”

Of course, changing the way we talk about work is only part of the puzzle. 

To fully embrace natural working, we need a cultural shift, one that starts with individuals, extends to teams, and is embedded at an organisational level. 

The “Me, We, and Us” model provides a practical framework for this transformation.

“Me” - Empowering individuals

For individuals, natural working is about autonomy. It’s the freedom to choose where and how you work best, whether that’s at home in your kitchen or in the creative buzz of a co-working space.

• As an employee, reflect on the environments that bring out your best self. Do you thrive in quiet spaces, or does the energy of a café spark your creativity? Share these preferences with your manager to build mutual trust.
• As a manager, shift your focus from presenteeism to outcomes. Instead of wondering whether your team is working, ask: “Is the work getting done, and is it done well?”

“We” - Rethinking team dynamics

Teams are the glue that hold organisations together. To adopt natural working, teams need to prioritise connection, communication, and clarity.

• Encourage regular check-ins to maintain a sense of belonging, no matter where people are located. These could be virtual stand-ups, weekly video calls, or even asynchronous updates using collaboration tools.
• Create a culture where flexibility is normalised, not questioned. When team members feel supported in choosing their work environment, trust and productivity grow naturally.

“Us” - Building organisational support

At the organisational level, natural working requires a shift in mindset, policies, and infrastructure. This includes:

• Investing in robust technology: Seamless communication tools, secure networks, and cloud-based collaboration platforms are the backbone of natural working.
• Adapting policies to focus on outcomes: Move away from rigid rules about where work happens and embrace goal-oriented metrics.
• Championing success stories: Share examples of natural working within your organisation. Highlight teams and individuals who’ve thrived, and use these stories to challenge lingering scepticism.

Why words matter

It might seem like a small change, swapping one phrase for another. But words don’t just describe reality; they shape it. By moving away from “remote working” and adopting “natural working”, we can dismantle outdated assumptions about distance and detachment.

We can create a culture where flexibility isn’t an exception but the rule. Where employees feel trusted, empowered, and connected, regardless of location. Where work is defined not by where it happens, but by the value it creates.

So, HR professionals, leaders, and workplace champions, let’s start the conversation right now. Let’s reframe the narrative. 

In a world where work is increasingly flexible, the words we use matter more than ever.

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