What some call a mere “study” of teleworking from a familiar vacation spot is described by occupational risk expert Iván Fernández as offering an intangible salary of sorts. He notes that this approach, when planned correctly, can work well for employees and companies alike, provided the arrangement is properly organized and managed.
Fernández, who holds a Master’s Degree in Occupational Risk Prevention from the International University of La Rioja (UNIR), emphasizes that teleworking becomes effective with solid planning and clear boundaries. The arrangement can grant people more flexibility, allowing them to enjoy the surrounding environment during downtime, while continuing to meet job requirements and deliverables.
Despite the flexibility, Fernández remains grounded in the realities of a traditional work culture, particularly in Spain, where presence in the workplace has historically signaled commitment. He argues that some roles still rely on physical presence because executives may indirectly equate time at the desk with value, even when tasks are completed to a high standard and results are strong. This tension between presence and performance is a key consideration as organizations rethink work models.
The pandemic era accelerated telework adoption, breaking previous taboos and proving that many teams can operate effectively from home or distant locations. Fernández notes that the sudden shift demonstrated telework’s potential to support reconciliation of work and life, reduce commuter strain, and lower costs for both workers and employers, while also offering environmental benefits through decreased travel and emissions.
In discussing the concept of a practical approach to work, he compares performance expectations to sports: if an athlete needs to score, the emphasis should be on the result rather than the exact number of training hours. The same standard should apply in the workplace—outputs and outcomes matter more than how many hours were logged in the office or online, provided essential duties are fulfilled.
Fernández highlights that many roles cannot be fully teleworked, but a substantial portion of tasks can be performed remotely or during travel if the right digital tools are in place. A robust connection, reliable devices, and secure access to systems are essential. Advances in technology over recent years have made mobile and remote work increasingly feasible, with 5G and other modern tools enabling fluid communication, collaboration, and productivity from virtually anywhere.
While acknowledging that not all activities can be completed remotely, Fernández remains optimistic about the majority of tasks being adaptable to telework. The future of work is moving toward hybrid models where some days are spent at a traditional workplace and others remotely, including vacations, as long as data security and workflow continuity are maintained.
He argues that the long-term trend will see teleworking less as a stopgap measure and more as a standard option for many roles. The experience of the pandemic created a lasting shift—organizations learned to balance needs for presence with the benefits of flexibility, sustainability, and cost control. The central aim for companies is to support their people so teleworking can function well, acting as a form of emotional investment that enhances morale and productivity.
Fernández believes that the adoption of new work modalities, more common in northern European economies and increasingly seen in major tech cultures, reflects broader changes in corporate culture. Even large players like Google have shown adaptability to evolving work patterns, acknowledging that times have shifted and that flexible arrangements can coexist with high performance.
As a consultant in Occupational Risk Prevention, Fernández stresses the importance of staying current with workforce trends. A company’s value may be affected if it fails to align with evolving expectations around flexibility, as employees increasingly seek arrangements that support personal well-being and professional effectiveness. The human resources function, in his view, should nurture and protect the workforce, recognizing that a positive, emotionally supportive environment can translate into higher productivity and lower turnover. This perspective is shaping how organizations design roles, allocate resources, and measure success, signaling a broader shift toward more adaptable, people-centric work cultures that still deliver strong business results.