4 methods for enabling a tradition of workforce flexibility

The proliferation of distant work in the course of the international pandemic proved that working from house is a viable office mannequin with little draw back. But, companies proceed to encourage and even require their workers to return to the workplace — usually to their very own detriment. For example, PwC’s Pulse Survey: Cautious to Confident discovered that 64% of executives agree that their firm wants as many individuals again on-site as attainable. 

As distant work continues to prime workers’ want lists, it’s clear that many enterprise leaders must do a greater job of embracing a tradition of flexibility of their organizations to retain and appeal to employees.

Staff proceed to demand office flexibility

In response to our Global Workforce Survey, right this moment’s employees crave (and wish) selection in how they work. Almost two-thirds say they like a mixture of in-person and distant work. This flexibility sits on the core of job satisfaction. Solely 45% of in-person workers say they’re happy with their job, in comparison with 50% of hybrid workers and 63% of fully-remote employees.

Sustaining connectivity and tradition is essential, however inflexibility dangers breeding resentment. Whereas 26% of individuals in PwC’s survey would like full-time distant work, solely 18% stated their employer is more likely to undertake that mannequin. Solely 11% of workers choose full-time in-person work, however 18% say their employer is more likely to require them to enter the workplace on daily basis.

Workforce agility is important to competing in a extremely fluid and aggressive market. Organizations, subsequently, must each reply to worker expectations and put their employees able to carry out at a excessive degree. In any other case, they could face excessive turnover, low productiveness and a lack of enterprise agility.

A office technique that advantages the group and workers

It’s clear that the majority employers nonetheless haven’t perfected a brand new manner of working within the post-pandemic world, a manner that addresses advantages for each workers and the corporate. Main organizations, nonetheless, are embracing a tradition of flexibility within the office by implementing insurance policies and instruments that meet workers the place they’re. Success on this new hybrid mannequin requires participating workers and giving them a way of personalization and possession in how they work.

Listed below are 4 methods for enterprise leaders to allow a tradition of workforce flexibility that advantages the group and workers.

1. Supply customized flexibility

Office flexibility isn’t a one-size-fits-all proposition. Individuals have totally different wants, workstyles and preferences for a way they work, and personalization helps put folks in one of the best place to succeed. Giving employees the ability to work in a manner that most closely fits them gives a way of accountability and incentive to carry out.

Some folks might must work from 7 a.m. to three p.m. to deal with little one care or different private tasks. Others might really feel that they’d carry out higher in a four-day workweek. Some might choose to surrender some wage for extra trip or private days. Flexibility permits folks to work how they need and when they need in probably the most optimum method.

In the meantime, don’t overlook the ability of connectivity and training that occurs in particular person. Some folks merely don’t know what they’re lacking. Making it actual for them by bringing groups collectively repeatedly and utilizing connectivity as an in-person incentive might help make the worth clear.

2. Lay out the principles prematurely

No matter folks’s particular person wants and preferences, it’s as much as managers and enterprise leaders to find out whether or not it’s within the group’s finest pursuits to let folks personalize how they work. This requires open communication channels amongst managers, workers and HR in addition to formal plans round in-person, distant and hybrid working.

Individuals must know what the job expectations are no matter how they select to work, and managers must know the place the boundaries lie. Clear guidelines of engagement must be laid out, formalized and communicated to stakeholders, together with clear accountabilities.

3. Empower totally different work kinds with superior instruments for collaboration and connectivity

A versatile workforce is barely as efficient as its toolset. Wherever they work, workers must be armed with instruments that enable them to successfully connect with company sources and collaborate with colleagues, prospects and companions.

We have to transcend video conferencing to provide folks interactive instruments reminiscent of whiteboarding, real-time polling and the flexibility to interrupt into groups. Distant workers want office-like connectivity, so they’re able to work how they anticipate with out latency or bandwidth points. And individuals who work within the workplace shouldn’t be neglected both. An entire rethinking of how places of work and shared areas are laid out can entice folks to return into the workplace extra and be extra productive. 

4. Encourage development and profession development

Each worker ought to really feel challenged of their position and wish to develop their profession with the corporate. Upskilling and alternatives for development are nice methods to retain and appeal to workers. Investing in folks by means of studying and improvement applications enhanced by recognition, badging and incentives creates the kind of work atmosphere folks can get enthusiastic about.

Excessive performers crave alternatives that problem and excite them. It’s only a matter of giving them alternatives to excel and exhibit what they will do.

Put folks able to excel

Hybrid work fashions are usually not going away. Retaining and attracting productive employees requires flexibility in how they work and empathy from enterprise leaders concerning what the “new regular” appears like for workers. Enterprise leaders have a chance to step up and encourage workforce flexibility — working with workers to provide them the alternatives, processes and instruments they should do their jobs effectively and ship the traditional win-win.

Joe Atkinson is chief merchandise and expertise officer at PwC US