The COVID-19 crisis accelerated remote work all around the globe and established it as a way of life for professionals all over the world, putting an end to their formerly defined roles and responsibilities. In other words, what started as a response to an emergency has evolved into a structural transformation that defines now where, when, and how work is conducted. Giving due consideration to theoretical insights and empirical evidence drawn from the ICT sector in Canada, the article explores the importance of time management as a key variable that determines the success or failure of remote working. This research, which involved 123 remote ICT professionals from Toronto, Ottawa, and Vancouver, identified time management as a crucial factor influencing productivity, autonomy, and well-being in decentralized work settings. The study also suggests that structured routines, digital time-tracking tools, frameworks for goal-setting, and deep work foster employee focus and performance and hence should be adopted wherever feasible. On the flip side, challenges arise with blurred work-life boundaries, information overload, and lack of routine, particularly among younger pros. This article presents both individual and organizational strategies to improve time management in remote work, supported by conceptual models including Maslow’s Hierarchy of Needs, Herzberg’s Two-Factor Theory, and Goal-Setting Theory. It offers evidence-based recommendations for employees seeking greater control over their time and for companies looking to foster supportive, flexible, and productive remote environments. As remote work becomes a mainstream and often permanent modality within professional settings, this article contributes timely and actionable insights to the growing discourse on remote work optimization. Supported by over 21 recent academic sources, it offers a grounded and practical roadmap for navigating the digital transformation of the workplace.
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