Why Italy Must Embrace the Remote Work Revolution

Is it clear to you that this type of employment in no way contemplates smart working?

Knowing how I feel about smart working and remote work, I was alerted to a job offer on LinkedIn that included the above specification. Almost incredulous, I decided to verify its authenticity. I now regret doing so.

Job advertisements these days often specify whether attendance is required on-site, whether the position is “full remote,” or whether it is “hybrid.” This particular ad fell into the first category. However, I know that such requirements often become negotiable, especially after the initial period, such as passing a probationary test or shadowing a colleague.

What caught my attention was an asterisk next to the “on-site” requirement. Following the reference, I found the sentence: “Do you understand that this type of employment in no way contemplates smart working?” Apart from the tone—which I found peremptory, arrogant, and prejudiced, almost as if to say, I know you’re thinking of slacking off at home, but you couldn’t be more wrong—I couldn’t help but reflect on the broader implications.

It’s 2024 (soon to be 2025). Are we still clinging to outdated notions that remote work diminishes productivity, debases the quality of output, or fails to guarantee results? Must we persist in exercising rigid control over employees? Are we still enamored with punch cards, regimented breaks, and obsessive supervision?

I understand that some jobs inherently require on-site presence—think of roles involving machinery or physical production. For such positions, alternative benefits should be prioritized. I hesitate to call them “benefits” because the term seems inadequate; in an Italian context, “welfare” or “well-being” feels more appropriate.

For many other roles, however, remote work isn’t just possible—it’s desirable. This doesn’t have to mean “full remote”; hybrid solutions often strike the perfect balance. Yet, we still cling to the notion that productivity requires physical sacrifice, regimented schedules, and stress. How did we internalize the belief that working happily and flexibly equates to working less?

The traditional model worker—punctual, overworked, and perpetually available—remains the ideal for certain companies, regardless of the cost to well-being. This mindset ignores the toll it takes: stress, unhappiness, and burnout. These are not just individual struggles but systemic issues that spill into private lives and ultimately harm productivity.

This brings me to two critical points:

Trust and Control
When companies hire employees solely to monitor them, they overlook their potential and capabilities. This mindset focuses on quantitative metrics—hours worked—rather than qualitative outcomes. Are we really convinced that eight hours spent at a desk or workbench are entirely productive? Are humans or hamsters the model here? Can we honestly say that rigid 8:00 AM to 6:30 PM schedules maximize productivity, even in roles where flexibility might allow for better focus and creativity?
Employees might instead be preoccupied by thoughts of personal responsibilities: a breath of fresh air, a child’s care needs, or the inevitable juggling act of modern life.
Benefits and Well-Being
Employee benefits are often framed as burdensome extras for companies, but their value extends far beyond individual satisfaction. A fulfilled worker—serene and appreciated—will naturally be more productive, proactive, and invested in the company’s success. They become part of a cohesive organism, rather than a mere cog in the machine.
Remote work enables better time management and work-life balance, allowing employees to channel their energy more effectively. For intellectual or creative tasks, the tranquillity of home often enhances productivity and output. When employees do meet in person, collaboration becomes more meaningful and spontaneous.
Many professionals thrive during unconventional hours, yet rigid schedules often prevent them from contributing their best ideas early in the morning or late at night. Why should they wait until 9:00 AM to bring their insights to the table?

Remote work, when properly managed, aligns with both individual and organizational well-being. Ensuring attendance at meetings and maintaining productivity are achievable goals, but flexibility should be embraced. This shift would also lead to more efficient use of office space.

It’s time for Italian entrepreneurs to recognize that they are hiring professionals, not children. If an employee lacks professionalism, that problem will manifest regardless of whether they are working remotely or on-site. The real issue lies not in remote work but in hiring practices and labor policies. If these policies don’t evolve swiftly, the consequences will extend beyond economic stagnation to include societal challenges such as declining birth rates.

By Cinzia Costi