How to keep a dispersed workforce ‘in the loop’
“Workers converted their couches and spare rooms into offices, and companies did their best to keep the figurative lights on for the first few months,” he says.
“After that initial twist, we began to realize that office life had been stuck in a nine-to-five routine for decades, a routine that was no longer serving workers or companies. As a result, around the world, people are demanding more flexibility in where and how to work. “
Clearance The technological effect of remote work Research has found that after a year of working remotely, one in two Australian professionals would seek a position elsewhere if they weren’t offered the flexibility to maintain some level of remote work, he says.
“And yet, nearly half of those surveyed said their organization did not consult with them before implementing the return-to-office plans. So what we’re seeing is a gap between employee preferences and what employers are actually accomplishing. “
While managers must set and communicate expectations, they don’t need the one-size-fits-all approach to productivity that has plagued offices in the past.
And it’s not just about flexibility where they work, employees want more options in when they work too, allowing them to create a work day that best fits their life as the lines between home and work continue to blur.
On employee well-being and work-life balance, Loop says: “It’s about empowering employees with the ability to make decisions about their work, allowing them to create a workweek for balance between work and the life they need.
“An employee who is an early riser will love getting up at 7 am when they are most alert and closing the session closer to 4 pm. Excellent. The employee with young children may need to log in a little later once school starts. That works.
“The employee with a poor Wi-Fi connection and three roommates may want to go to the office four days a week, but that doesn’t mean the rest of the team should, too.”
Moving to a hybrid model gives organizations a new opportunity to rewrite the rules and support all employees to help them do their best work.
“As we redesign our work models, leaders must consider how they are positioning themselves in the battle for talent and what will appeal the most to their potential employees and candidates.”
Loop recognizes that application proliferation is a weak point that has been identified in multiple iterations of The technological effect of remote work study. On average, Australian knowledge workers say they juggle four workplace apps a day and waste 20 minutes browsing between them. As a result, 79 percent say that a single, fully integrated platform, containing access to multiple applications, such as Slack, would be attractive.
Companies, he says, must be smart about the technology they implement to support their employees during the transition to a hybrid work model. Those companies that do well will be rewarded with more than just increased productivity.
“Employers will create a work environment for their people that will engender happy employees to work effectively with a strong sense of purpose, culture and belonging,” Loop concludes.
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