Super commuting, sometimes called ultra or mega commuting, is a rising phenomenon that can impact people differently.
Some employees say it negatively affects their work-life balance and well-being, while others see it as positive.
Understanding the pros and cons of a long commute to work is fundamental for companies.
Is your staff living very far from the office? Wait, first, do you know who are considered super commuters? For the
sake of employee experience and your business’s growth, this is an aspect you should consider if you want to develop
and maintain a thriving workforce. It affects workers personally as much as professionally, and the consequences impact
your organization, too. Here is a little guide about how a long commute to work can be a good thing, a bad one, and most
importantly, some best practices for organizations to minimize the downsides.
Key information about super commuting
Super commuting is a term used to describe a practice where workers undertake long-distance commutes to work,
which is significantly exceeding the average commute time. This can involve traveling 90 minutes or more one way,
sometimes crossing multiple zones or regions (if done by train or plane).
Super commuters might use various modes of transportation, including planes, trains, buses, and cars, and commonly
make this journey for specialized jobs unavailable locally. For example, Jena might live in a town outside of London
yet work in the city’s DEI sector, leading to a daily commute exceeding a three-hour round trip.
The risk of isolation from the team and the company
In a hybrid work environment, supercommuting can also create a sense of disconnection between colleagues and the
company. This can be especially problematic in an office workplace, as super commuters spend limited time on-site.
The considerable travel time often implies an early departure from work to return home. Super commuters can then miss
post-work socializing and networking opportunities that help build relationships. Furthermore, the fatigue and stress
associated with lengthy commutes can reduce a super commuter’s capacity to engage fully when they are in the office.
This disengagement can lead to a feeling of isolation and being out of sync with the day-to-day office dynamics and
informal conversations that foster a sense of community and belonging.
The extended distance and duration of a 2-hour commute versus a 20-minute journey are very different from a money point
of view. Super commuting means higher fuel costs for drivers, more expensive and potentially multiple transit tickets
for public transport users, and regular airline fares for the longest commutes. Each mode of transport also carries
ancillary costs, such as car parking fees, seasonal ticket premiums for trains, and additional transport to and from
public airports. Consequently, a super commuter incurs a substantially greater financial burden than someone with a
normal commute. This is especially true if the commute is short, more conventional commute.
Inclusive practices are essential in ensuring that super commuters, who may not be physically present as often as their
on-site colleagues, do not feel isolated or disconnected. Regular inclusion in communications, virtual meetings, and team
activities helps maintain their sense of belonging and alignment with company culture. It’s important for organizations to
foster engagement proactively. You can do so by leveraging technology for collaboration, offering opportunities for
face-to-face interaction when possible, and ensuring their contributions are recognized and valued.
VENKY