By all measures, it seems that remote work in some form or fashion is here to stay. This is good news for employees who have found the flexibility of working remotely liberating and prefer to continue with it. That said, working from home 100 percent of the time could have its downsides, especially as it relates to professional development. “Remote workers aren’t getting the same amount of recognition for the work that they are doing,” Elora Voyles, an industrial-organizational psychologist and people scientist at TINYpulse said. “In particular, there’s research that remote workers are working longer hours, actually performing better, but 50 percent less likely to get promoted.” The old maxim “out of sight, out of mind” rings true here. Managers might also harbor explicit or implicit bias against remote employees, as many in leadership positions of major organizations have been disparaging remote work. To overcome these biases, formalized policies need to be put into place around expectations and outcomes and how success will be measured and promotions will be determined. Give employees a guide so that they know exactly what’s expected of them,” Voyles said. “When there’s ambiguity in-person, employees can walk up to their managers and ask questions. Remotely requires reaching out for a meeting and scheduling that. Take away that ambiguity and make everything crystal clear.”