The new face of teleworking — a more transactional relationship
Last Updated on 21 October 2025 at 09:51
Over the last three years, the world of work has seen many changes, not least because of the revolution in remote working, better known as ‘teleworking‘. As a result, individual employees have gradually become emotionally detached from their jobs, a phenomenon that some have described as ‘silent resignation ‘silent resignation“. However, employees are not the only ones moving away from the physical office. Companies are also moving away from the traditional idea of full-time, on-site employment.
The revolution in the workplace caused by the Covid-19 pandemic has turned traditional structures and employment expectations on their head. This disconnection has been attributed to the absence of daily physical contact with colleagues and the gradual disappearance of the traditional corporate culture.
This transition to teleworking has many implications.
On the one hand, it offers greater flexibility to workers and can save companies the cost of maintaining office space. On the other hand, it can also lead to reduced employee commitment, reduced team cohesion, and increased loneliness and isolation. At the same time, employers are increasingly opting for part-time employees, independent contractors and outsourced positions, both nationally and internationally.
Table of Contents
Uberisation of teleworking
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Some statistics on teleworking
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Towards a new norm for teleworking
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The transactional approach to teleworking – a remote power game
The physical distance between employees and employers creates a new dynamic but also a new form of transaction. It’s a world where proximity is no longer measured in metres but in degrees of connection, loyalty, skills and, dare we say it, control and power.
Teleworking is often perceived as more distance, more transactions, and less humanity
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Elena Debbaut is a strategic execution expert to boards and executive teams. She leads and advises on complex transformations when governance barriers, internal politics, or structural fragmentation prevent organizations from executing critical decisions.
Specialities:
• governance-constrained transformation
• operational restructuring
• strategic recovery & execution