“Working remotely” wasn’t common lexicon for most of us prior to the pandemic in March 2020. Ironically, nothing has transformed the global workplace more over the past six years. It has truly been a fascinating social metamorphosis, and it wasn’t a slow transition. Instead, it was a dramatic shift that appeared almost overnight. It was proof positive that necessity is, indeed, the mother of invention.
For broadcasters, companies had to instantly create in-home studios for talent and figure out ways for sellers to hit their numbers while unable to hit the streets. The industry survived due to grit, resilience, and determination.
Since the end of the pandemic, many companies have attempted to bring employees back to the office. You may have even heard about lawsuits filed and settled over efforts to force employees back into the workplace. Today, remote and hybrid opportunities remain important, particularly among Millennial and Gen Z workers.
The question now is how companies can balance their needs with employee expectations. I have been a manager for companies willing to make compromises in this area, and for others that simply won’t consider remote employment. There’s a case to be made for both sides, but let’s cut to the chase. As difficult as it is today to find qualified candidates, compromise may be the only option.
Benefits To Remote Work
For non-broadcasters, remote work offers advantages that don’t necessarily apply to the broadcast and media industry. Other businesses recruit talent from a larger geographic area, often finding highly qualified candidates who can’t, or won’t, consider relocating. They may also benefit from lower overhead costs, including office space, utilities, and facilities. Many companies tout greater employee satisfaction and lower turnover among workers who enjoy remote flexibility.
But what about broadcasters?
In truth, most of us have offered remote work opportunities for more self-serving reasons. We started doing it to reduce staffing and operating expenses. As an industry, remote work began long before the pandemic when companies started tracking talent from out of market and eliminating full-time personalities. Rather than paying talent full-time salaries and requiring them to live in the market, countless companies began paying far less to track daily shows.
Whether this was a positive model for the future of radio is a debate for another column, but it does prove that remote work in our industry can succeed.
Challenges Of Remote Work
However, it is not without challenges. My recent column discussed the need for positive values and a strong company culture. How, then, can any manager build and maintain that culture while fostering collaboration when employees are not in the same building? We also must consider the growth and success of younger employees, who traditionally learn through observation and in-person mentoring.
When employees work alone each day, communication can become fragmented. I worry about reduced innovation and collaboration when teams are not physically together. As a result, many organizations have shifted to hybrid models that combine flexibility with essential face-to-face interaction.
The impact on both companies and employees has been significant. Remote work offers workers greater control over their schedules and better work-life balance. Eliminating lengthy commutes in larger cities saves time, money, and frustration. It also allows for better management of family responsibilities and obligations.
Among Millennial and Gen Z candidates, flexibility has become a major factor when evaluating job opportunities. These workers entered the workforce during a period of rapid technological advancement and are most comfortable using digital communication platforms such as Teams, Zoom, and Slack. Many view remote work as an expectation rather than a perk.
Recruiting trends now show that younger candidates prioritize remote flexibility along with salary, benefits, and career advancement opportunities. Some even accept lower pay in exchange for the ability to work remotely. For employers seeking top talent, hard-line return-to-office policies can significantly reduce the candidate pool.
At the same time, younger workers face challenges when operating fully remotely. Building professional networks, developing relationships, and learning company dynamics are often more difficult. Many eventually feel isolated and desire more structured mentorship opportunities.
Evolving For The Time
The future will be built on compromise and flexibility rather than absolute, rigid policies. While some jobs require a physical presence, many knowledge-based positions can be performed effectively from virtually anywhere. Successful employers will focus less on where employees work and more on outcomes, accountability, and engagement.
Remote work is now a permanent part of our employment landscape. Those who adapt to evolving expectations while maintaining a strong culture and clear performance standards will attract, retain, and develop the workforce of the future.
Few industries have experienced the complexities of remote work more than broadcast media. Radio and TV stations have traditionally relied on collaborative, in-person environments where programming, sales, promotions, engineering, and on-air talent work closely together to create local content and respond quickly to breaking events. Today, sales teams routinely conduct client meetings virtually, and content creators produce material from nearly anywhere.
As the industry evolves, the most successful broadcasters may be those who embrace flexibility where possible while preserving the elements that make local media unique. Hybrid work arrangements, flexible scheduling, and outcome-based management may offer a middle ground that satisfies both employee expectations and operational realities.
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Bob Lawrence writes weekly columns on radio leadership and business. He most recently served as market manager for MacDonald Broadcasting in Saginaw, Michigan. Throughout his career, Bob has held virtually every position in the business over his 40+ year career, from being on-air in Philadelphia, San Diego, and San Francisco to programming legendary stations including KHTR St. Louis, KITS Hot Hits and KIOI (K101) San Francisco to serving as the head of all programming for Saga Communications and working for the Radio Advertising Bureau. Before landing his current role, Bob helped lead Seven Mountains Media’s cluster in Parkersburg, WV/Marietta, OH. He can be reached by email at BGLawrence@me.com.
Bob also honed his research skills over ten years as Senior VP of Operations at Broadcast Architecture, eventually launching his own research company and serving as President/CEO of Pinnacle Media Worldwide for 15 years. Bob spent five years as VP of Programming for Saga Communications before joining New South Radio in Jackson, Mississippi as GM/Market Manager. Prior to joining Seven Mountains Media, Bob served as General Manager for the Radio Advertising Bureau, overseeing its “National Radio Talent System”.
