Remote work offers flexibility, but at the cost of learning opportunities for young workers

Since the COVID-19 pandemic, remote work options have become commonplace in the labor market. Approximately one in five Canadians now work remotely, either partially or fully, enjoying greater autonomy and flexibility by reducing commuting time. Research suggests that hybrid work can improve employee retention without compromising performance.

However, these benefits may not be equally distributed. Remote and hybrid work could pose difficulties for employees early in their careers, as much of their professional development relies on learning from experienced colleagues. The article, "The End of the Water Cooler: The Hidden Cost of Remote and Hybrid Work on Entry-Level Employees," explores this issue.

In the early stages of their careers, learning occurs through observation, experience, and social interaction, with the workplace traditionally providing an environment for this type of tacit learning alongside formal training. Studies of software engineers reveal that employees sitting near their teammates receive more feedback on their code and produce higher-quality code, especially younger and less-tenured employees.

Remote work may also influence who gets hired, with employers increasingly hiring fewer young workers for jobs that are easily done remotely. A global study predicts that by 2025, early-career workers will make up a smaller share of new hires in occupations that allow for remote work. Canadian hiring data reveals similar trends, with entry-level professional jobs more likely to be on-site, while flexibility increases with seniority.

Younger workers also value opportunities for development and mentorship, with only 23% of Gen Z employees in the United States preferring full remote work, compared to 35% of older generations. A 2025 Deloitte survey found that half of Gen Z respondents desired a manager who would mentor them, while only 36% received that mentorship.

This mismatch between flexibility and learning opportunities could result in fewer young workers gaining experience. While the effects of reduced informal learning may be difficult to detect, as employers often focus on completed projects and outputs rather than professional judgment, relationship-building, and navigating problems independently, the consequences can be significant.

Remote work can lead to more siloed collaboration, with employees communicating more within existing networks and less across organizational boundaries. To address these challenges, organizations should design hybrid work arrangements that prioritize skill development, not attendance. Employers must identify which activities benefit from in-person interaction and ensure early-career employees have access to them.

Mentoring, feedback, and exposure to how work is done are crucial for developing professional judgment and understanding organizational norms. Postsecondary institutions and governments should also emphasize developmental outcomes when funding work-integrated learning programs to prepare graduates for the workforce. In summary, while remote work offers flexibility and benefits for many employees, preserving the development pathways of the next generation requires deliberate efforts from employers and educational institutions to maintain the balance between flexibility and learning opportunities.