For many employees, summer is associated with freedom, shorter workdays, and the opportunity to work from anywhere – even from the Lithuanian seaside. Company leaders, however, tend to be more cautious: can remote work during the warmer months truly maintain productivity?
The importance of clear rules
During the summer months, employees often seek to balance work with leisure – making the most of good weather, spending time outdoors, or being with family. Yet, greater flexibility, if not clearly managed, can become a challenge. Trends show that productivity levels often fluctuate in summer, which makes it crucial to define clear rules, establish performance measurement methods, and promote effective time management.
The key is to strike a thoughtful balance between freedom and structure: allowing employees to work from their preferred locations– at home, outdoors, or elsewhere – while agreeing on specific working hours, daily objectives, and responsibilities. This approach helps sustain both accountability and motivation.
However, when the boundaries of flexibility begin to blur and impact performance, a shift back to more traditional work arrangements may be necessary for certain team members. This underlines a core principle: successful remote work in summer requires not only trust but also clear structure.
Employers’ dilemma: managing remote work risks
One of the most common challenges is insufficient preparation for hybrid work models. Some organizations adopt hybrid structures without clearly defining working rules, performance metrics, or short-term goals. To avoid inefficiencies, it is essential to establish measurable KPIs, clarify individual responsibilities, ensure regular reviews, and implement consistent communication practices.
Equally important is fostering collaboration among colleagues, not just enabling remote work. For example, some companies adopt a three-day in-office policy, with two days aligned across the entire team. This model maintains flexibility while preserving team cohesion.
Globally, there is a noticeable shift toward more structured work models. Well-known companies such as Amazon, Google, Meta, JPMorgan, Dell Technologies, IBM, Uber, Starbucks, and many others have scaled back remote work, returning to traditional office-based or well-defined hybrid models. This trend illustrates that even the most innovative firms are placing greater value on collaboration and the organizational culture.
Generational differences in work expectations
Different generations view remote and hybrid work in summer differently. Therefore, avoid rushing to implement hybrid work policies before doing your homework – namely, clarifying working and performance measurement rules and assessing the age demographics of your employees.
Research shows significant generational differences in attitudes toward remote work. Younger employees – Generation Z (born 1997–2012) and Millennials (born 1981–1996) – are most inclined toward remote work. Many entered the workforce after the pandemic, when hybrid models were already common, meaning they have never experienced a traditional five-day office schedule. For them, flexibility is an inherent expectation rather than a benefit. However, contrary to popular belief, younger generations also value in-person work for its opportunities to network, engage socially, and build meaningful professional relationships.
In contrast, older generations – Generation X (born 1965–1980) and Baby Boomers (born 1946–1964) – tend to approach remote work differently. Having spent much of their careers in structured office environments, they have only recently adapted to hybrid models and frequently regard remote work as a privilege rather than a necessity.
Research shows that Generation X employees are among the most resistant to remote work. Many are advancing in their careers or already hold senior positions, associating professional success with visibility –direct interaction with managers, clients, and colleagues, and active participation in office culture. Replicating these dynamics in a virtual environment is often challenging.
Generational differences also shape how employees perceive the benefits of remote work. Older employees particularly value avoiding commutes: 35% of Baby Boomers and 24% of Generation X cite this as a key advantage. For them, flexible schedules often translate into more time for family obligations or taking care of their kids. In contrast, younger generations prioritize autonomy and mobility, viewing flexibility as a cornerstone of contemporary work-life integration. They value the freedom to choose when and where they work – be it from the office, home, a café, or even a seaside location – embracing environments that align with their personal rhythms and preferences.
This highlights that attitudes toward summer remote work are generationally dependent: older employees often favor structure and predictability, while younger professionals tend to prioritize flexibility – even if that occasionally comes at the expense of productivity.
A practical approach for employers: clarity, motivation, and shorter Fridays
To ensure summer remains productive rather than chaotic, employers can adopt several effective practices:
- Shorter Fridays: When business objectives are met, consider allowing the workweek to conclude at noon on Fridays during select summer months.
- Workations: Offering employees the option to work from alternative locations can increase engagement and satisfaction.
- Clear Agreements: Establish and communicate expectations around response times, communication channels, organizational priorities, and meeting cadence well in advance.
- Team-Building Activities: Even in summer, remote teams benefit from shared experiences such as pet-friendly office days, summer celebrations, volunteer activities, or offsite gatherings.
Work and life both thrive on balance and a well-designed hybrid model offers precisely that – a balance between remote flexibility and in-office collaboration. With clear agreements in place, you will maintain team cohesion and productivity.