Sanjay Menon is Managing Director for Publicis Sapient in India and responsible for driving strategy, capability development and growth.
Remote work’s rapid adoption over the pandemic created tectonic shifts in where, when and how people work. What was once a binary system of in-person or remote is now a diverse continuum of options. As we return to a world where the pandemic doesn’t restrict mobility, the question on everyone’s mind is: Should people go back to a physical workspace?
For many young professionals, the answer is no. Increasingly, Gen-Z doesn’t see remote work as a temporary pandemic response but as a preferred style of working. A recent report corroborates this, with 64% of those surveyed stating they would actively seek out other job opportunities if asked to work from the office full time.
For businesses, there is value in serendipitous interactions in a physical workspace. But, implementing it in a remote setting is challenging when every interaction occurs through scheduled calls. Having more meetings is not the solution. According to a survey, 49% of remote workers reported “a high degree of exhaustion as a direct result of numerous daily video calls.”
There is a gap in people’s expectations around ways of working and systems that help foster intentional collaboration that eventually drive growth and a business’ ability to drive value. Organizations are trying to understand how they can best enable a work mode that is equitable to all, considering the nature of disparate requirements. For instance, in manufacturing and retail, being physically present is necessary. For other sectors such as IT or finance, while work can happen from anywhere, there are concerns about the potential long-term impact. A study by Microsoft found that remote workers often feel burned out, disconnected from their colleagues and have a lower sense of belonging to their organization.
Spontaneous interactions can help drive innovation—this was the original thought behind open-office plans, too. And more importantly, collaborating in person can do wonders for relationship-building and creating a sense of belonging at work.
The future of work hinges on choice.
People want choice over how and where they want to work as it allows them to have more control over their work-life balance. Many are also willing to change their jobs for roles that provide this flexibility. In fact, 62% of respondents to a FlexJobs survey said that they would consider changing jobs if they were not offered flexible work options. At the same time, younger people entering the workforce for the first time want to experience social interaction at work.
The key to addressing the preferences of a multi-generational and diverse workforce potentially lies in embracing a hybrid model of working. This approach should not only offer remote work but also cater to the needs of those who require a clear boundary between work and home or who seek social interaction in the workplace, especially people entering the workforce for the first time.
In essence, mandating a uniform solution for all, be it in-person or remote, will likely be replaced by offering people flexibility over work. Forward-thinking businesses are already extending flexible work options, and it’s paying off with higher productivity and less burnout.
Flexibility is a two-way street.
Flexibility at work can become a thriving model when organizations and people meet each other halfway. When organizations provide flexibility to their people, they are, in my experience, more motivated. This orientation can also attract a wider pool and help retain the best talent. At the same time, employees who are flexible and willing to adapt to changing work requirements help the organization stay competitive in a fast-evolving business environment. It’s the partnership between people and companies that can make the benefit of choice and flexibility fruitful.
Hybrid will define the future of work.
A hybrid style of working with the option to work both in the office or remotely or be physically present at work a few days a week can help create a balance between flexibility, work-life harmony and value creation. Yet, it must be said that implementing hybrid work is going to be far from a walk in the park. Tapping into the advantages of hybrid is delicate work.
Hybrid work models that are not well-designed may cause employee turnover and reduced collaboration and productivity, communication breakdowns and a weakened company culture. Implementing it successfully requires rethinking workspaces and schedules and ensuring equitable support for both remote and office workers, possibly down to an individual level.
One-way businesses can approach this is to look at it as an evolving set of expectations that will need regular adjustments. A strong culture can make this process easier.
Culture is crucial to making hybrid work.
When companies build a culture of trust, people are more likely to support their organizations through transition periods where new work models are implemented. Trust, in this context, translates to organizations being transparent about what helps them create value with the belief that people will care about it just as much. In the presence of trust, organizations often find that people are willing to contribute not just by going through the motions of work but through their talent and dedication too.
Empathy is another cultural ingredient that can help cement trust. When people feel heard and believe that organizations are invested in their well-being and growth, they are likely to reciprocate with empathy toward organizations too.
With trust, transparency and empathy, people and organizations can come to the table with a clear understanding of what choices will drive business growth while promoting individual people development. If organizations embrace this approach, I think they will find that the future of work will not lie at the bookends of the binary model we saw before the pandemic. Instead, it will likely lie in an open, inclusive, hybrid middle.
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