Rate each dimension honestly. 1 = not at all in place, 5 = fully sorted. Answer for how things are right now — not how you plan to have them.
Rate yourself across all 8 dimensions, then click Get My Remote Readiness Score for an honest assessment and action plan.
Above 70 suggests you have the core foundations in place and are likely functioning well remotely. Scores of 50-70 indicate meaningful gaps in 2-3 areas that are worth addressing deliberately. Below 50 suggests structural challenges that will limit your remote effectiveness and may be affecting your performance, wellbeing or career trajectory.
Some dimensions improve quickly — technology and workspace can be upgraded in days or weeks with investment. Others take longer — building a consistent routine, developing self-management habits, or combating loneliness requires sustained behaviour change over 4-8 weeks minimum. Focus on the highest-impact gaps first rather than trying to improve everything simultaneously.
Take the results as a practical to-do list rather than a verdict. Identify your 2-3 lowest-scoring dimensions and make one concrete improvement in each over the next 30 days. Share your plan with your manager if appropriate — most managers respond positively to someone who has self-diagnosed gaps and is actively addressing them.
Readiness is about capability — do you have the setup, habits and skills to work effectively remotely? Preference is about desire — do you actually want to work remotely? You can be highly capable at remote work without preferring it, and can prefer remote work while having real readiness gaps to close. This tool measures readiness, not preference.
Fully. Hybrid workers often have the worst of both worlds — they need the remote readiness skills for their home days and the office readiness for their in-person days, without enough consistency to fully develop either. Hybrid workers should pay particular attention to the routine and boundaries dimensions, which suffer most in split-schedule arrangements.
The most common mistake is treating remote as identical to office work but in a different location. Remote requires deliberate design of systems that the office provided automatically — visibility, social connection, routine, context-switching and collaboration. The workers who struggle most with remote are those who wait for these things to happen organically rather than intentionally building them.