What do hybrid work preferences say about the future of work? Find out what recent research says - by workplace futurist Cheryl Cran

What Hybrid Worker Preferences Reveal About the Future of Work

We don’t need research to tell us the future of work will be much different from pre-pandemic norms. But Covid isn’t the cause. Disruption was happening before 2020. The pandemic merely focused our attention and accelerated the rate of change. So, where is work headed next? It’s impossible to chart this course without considering hybrid worker preferences.

This is why my firm, NextMapping, recently conducted extensive research to explore factors that are redefining the workplace. The result is our 23 Trends For Future of Leadership 2023 Report, based on data from client surveys and online polls, combined with insights from McKinsey, Gartner, and the World Economic Forum.

Wellbeing Remains a Central Concern

Our analysis uncovered a single overarching theme — worker wellbeing. People want work that is flexible enough to fit into their lifestyle. In fact, they’re willing to make professional adjustments to address this priority. And because the market for talent remains competitive, employers need to make workforce wellbeing a priority, as well.

How does this translate into hybrid worker preferences? We see clear trends in how people want to work, where they want to work, and who they want to work for. There’s no doubt that hybrid work is here to stay! These data points make a compelling case:

  • 66% of workers worldwide prefer to participate in a hybrid workplace.
  • 26% of U.S. workers currently operate in some kind of hybrid mode.
  • 40% of workers say they’re more productive working remotely. However, 52% prefer hybrid work over a fully remote model.
  • People consider in-office work important for networking, team camaraderie, and enhanced relationships. They also think onsite work can improve training, learning, and knowledge sharing.
  • Remote work is perceived as helpful for including workers from various locations and completing projects or tasks with minimal interruption.

Hybrid Work is Not One-Size-Fits-All

There are multiple ways to define hybrid work, as these statistics suggest:

  • People want to structure their own hybrid schedules. Most would rather choose their in-office days, with 76% preferring to work in-office on Tuesdays, Wednesdays, or Thursdays.
  • Workers want fewer meetings, and they want each meeting to be more effective. In fact, 66% say ineffective meetings reduce their overall productivity.
  • People prefer accessible leaders who are strong coaches. This is so important that 81% of workers say they quit a job to leave a “toxic” boss at some point in the past three years.
  • Workers want an employer that invests in their future. 55% note that their company provides learning roadmaps, growth opportunities, and succession plans.

Overall, our findings indicate that hybrid workplace success depends on leaders who are comfortable managing the unique and variable needs of people who are operating in multiple work modes. It requires flexible, agile leaders who can adapt to diverse personalities and work styles. These leaders need higher-order soft skills. I call them super crucial human skills.

How Leaders Can Support Hybrid Worker Preferences

To better understand how to lead more effectively in this new environment, let’s look closer at hybrid worker preferences:

1. More Scheduling Choice

Knowing workers want to choose the days they work on-site and offsite, leaders will benefit from conducting ongoing conversations with individual team members about scheduling that works best for them.

Some leaders have proximity bias. In other words, they want everyone to be in the office because it’s their preference. Proximity bias creates a barrier that keeps leaders from listening to employees and developing trusted relationships.

Some leaders have told me they don’t think people are working as hard when they work remotely. This, too, is a bias. Leaders can’t be effective if they base decisions on inaccurate performance data and make assumptions based on personal biases. 

2. Fewer and Better Meetings

I know several hybrid work leaders who have fallen into the trap of booking more meetings because they think this improves inclusion. But it’s time for everyone to re-evaluate meeting practices with a more discerning eye.

The rise of virtual meeting tools makes it easier to schedule more meetings. But less may be more. When does a topic or project truly deserve a meeting? Who really needs to attend? Could a modified approach lead to better results?

Ideally, every meeting has a “why” and a facilitator who is ready to make good use of participants’ time. Some creative thinking can help you build a more effective agenda and achieve useful outcomes.

For example, polling and survey tools (such as PollEverywhere and SurveyMonkey) can help you gather worker insights about subjects that require team input. This means you can sidestep some meetings intended to gather verbal input. In other cases, these tools can help you prepare an agenda that will make meetings more productive.

3. More Access to Leaders

Hybrid workers prefer accessible leaders who are great coaches with high emotional intelligence. This is an excellent opportunity for leaders who want to coach and inspire their teams more effectively. But leading with high emotional intelligence requires great skill.

The hybrid workplace has increased the need for leaders to adapt to a combination of in-office communication and virtual communication. In the past, we called these capabilities soft skills. But for success now and in the future, I think we should reframe these skills as “super crucial human” skills.

The ability to pivot and navigate uncertain waters, while also remaining open and caring is the most critical skill development challenge for leaders in 2023. 

4. Deeper Involvement in Future Plans

Lastly, workers prefer to know “what’s next” when it comes to their future. Organizations that offer a roadmap of growth opportunities, succession plans, and talent mobility enjoy higher workforce retention. These practices will become even more important, going forward.

Leaders can collaborate with their team members to help co-create a professional path that is flexible and fulfilling. When workers feel that their leaders care about their future and are invested in helping them succeed, it strengthens their commitment to their leaders, their work, and their organization.

This is Only One Leadership Priority

No doubt, hybrid workplaces will continue to shift and require everyone to adapt. But we see other important trends emerging this year, as well. For instance, automation will have an increasingly important role in helping people produce better-quality work. Also, leaders will benefit from shifting their perspective from “me” to “we.”

To learn more about all 23 trends we’re tracking for 2023 and beyond, watch our research summary video:

How can employers build an international workforce? Check these tips from a global recruitment expert

How Can You Build an International Workforce? Tips for Success

In the past, many employers dismissed the idea of building an international workforce. Those who could attract local talent considered it unnecessary. Others didn’t have the resources to support remote teams. No more. Why? The market for talent is vastly different today than when the pandemic began three years ago.

Welcome to a New World of Work

Even if you’ve only glanced at business news recently, you’ve seen the signs. Several rapidly changing trends are rewriting work-related behaviors, norms, and expectations in significant ways.

Employees are working from home in unprecedented numbers. And they’re quitting their jobs at higher rates, despite inflation and other economic warning signs. In fact, people are more mobile than ever, as they uproot themselves on a dime to work remotely from states or countries they find more attractive.

What’s more, these trends aren’t limited to a few isolated professional groups or locations. Now, you can see evidence of these changes in every corner of the world. So, what’s the key takeaway from all of this upheaval? In my opinion, it all points in one direction — to the rise of a truly international workforce.

Why Choose an International Workforce?

According to government statistics, roughly 75% of global purchasing power lies outside the United States. And across that global landscape, an international workforce has sprung up, filled with talented, driven people who are eager for employment.

Fortunately, many crucial technologies are now available to help employers find and hire an international workforce. For example, these tools are designed to assist with everything from identifying the right candidates and onboarding new hires to ensuring that payroll complies with regulations in an employee’s home country.

Employers with a modern, cloud-based HR technology ecosystem can integrate these tools into their existing tech stack with relatively little disruption. But whatever applications you choose should be based on a holistic talent strategy. In other words, you’ll want to develop a plan that considers all the issues and benefits associated with international expansion.

But for many organizations, the reasons for going global are compelling. Competition for qualified talent remains intense. And now that flexible work models are becoming a standard, the reasons for U.S. companies to go global are clear. It has never been easier to attract and retain the talent you need by expanding your geographical footprint. But employers who want to succeed should focus on these key steps…

How to Hire a Truly International Workforce

1. Uplevel Your Talent Acquisition Efforts

Many employers continue to act as if their sourcing efforts are still limited to a specific geography. But that’s no longer the case. Today’s qualified talent pool is global. So, if you make the most of this competitive opportunity, in no time you can expand your applicant pool.

The U.S. doesn’t have a monopoly on exceptional workers with specialized knowledge and experience. Not even close. By limiting yourself to domestic workers, you also limit your company’s potential.

Obviously, a major advantage of global hiring is the ability to quickly fill high-priority roles. But there are other valuable benefits, as well.

For instance, if diversity is important to your organization, an international workforce opens the door to fresh perspectives. Embracing people with various points of view brings the kinds of insights that help businesses grow and thrive. In fact, diverse teams are 1.8 times more likely to be prepared for change and 1.7 times more likely to lead market innovation, according to Deloitte.

This also sends a powerful message to potential hires and customers about your commitment to diversity and inclusion. For example, having an internationally diverse workforce is a strong selling point for 67% of candidates looking for a new job.

2. Find Local Partners You Trust

Thus far, we’ve discussed one type of remote hiring — accepting applications for remote roles from people around the world. But there’s another type of remote hiring with massive implications. It’s when companies want to rapidly enter a new geographic market.

In the past, businesses breaking into a new country like Thailand might have acquired a Thai company to absorb its workforce. This can be slow, time-consuming, and costly. And it may even be a cultural mismatch.

Now, this process is no longer necessary. Today, through remote recruiting, businesses can simply hire the remote workers they need in Thailand, and work with them to implement a rollout in that country.

This raises a related question: How can you trust a remotely-hired partner to build your business in another part of the world? Ultimately, the answer is the same as it would be for a domestic candidate.

This means you’ll want to complete the same type of due diligence. Ask for references. Conduct multiple rounds of interviews. If possible, begin with a probationary trial period, so you can clarify each candidate’s skills and culture fit. Although hiring an international partner might seem like a bigger decision than hiring a domestic candidate, the same basic rules apply.

3. Leverage New Technology to Drive Global Growth

Certainly, global hiring isn’t simple. Setting up operations in a new work environment — with its own distinct customs and employment laws — requires specialized knowledge that isn’t readily available in most organizations.

What are the local laws around hiring and firing? What kinds of expectations do employees bring to their day-to-day work lives? What are the labor laws? How are things like cross-border compliance monitored? These are essential questions when hiring globally, and it’s imperative that businesses build their knowledge base so answers are available when they inevitably arise.

Fortunately, in recent years, many technology solutions have emerged to help businesses deal with issues like these. AI-powered platforms can readily streamline the process, integrating team members from across the globe while staying on top of compliance. In fact, platforms like these can transform the entire process, allowing companies to quickly expand into new markets and establish a local presence anywhere in the world.

Final Thoughts

At this point, the barriers to forming a truly international workforce are almost purely psychological. There is no shortage of skilled workers across the globe who are eager to make an impact at U.S.-based companies. And there is no shortage of technology-based solutions that can make it as easy to hire those workers as it is to hire someone down the street.

What corporate America does need is a psychological shift. Employers need to be willing to think beyond borders, get creative with hiring, and tap into the power that an international workforce can offer. The rewards are clear and abundant. All we need is the will.

Are you ready to lead your business through uncertain times? Check this #WorkTrends podcast for insights from tech CEO and Founder Ronni Zehavi as he talks with host Meghan M. Biro

Are You Ready to Lead Through Uncertainty?

Sponsored by HiBob

As 2023 begins, the world of work is bracing for a rough ride. For more than a year, inflation has gripped the economy. Previously unstoppable tech companies are reeling from recent layoffs. And other industries are tightening their belts, as a recession now seems unavoidable. What will it take to lead through uncertainty?

Strategies that helped organizations thrive under different circumstances are no longer relevant. But during lean times, how can you preserve what’s valuable and unique about your organization? This question is top-of-mind for leaders everywhere. So let’s get advice from someone who understands the factors driving today’s business climate:

Meet Our Guest:  Ronni Zehavi

Today, I’m thrilled to welcome Ronni Zehavi, Co-Founder and CEO of modern HR platform provider, HiBob. After more than 25 years of experience in launching and leading successful technology companies, Ronni knows first-hand how to guide organizations through volatile, uncertain circumstances. Now he’s sharing his unique perspective and expertise to help others lead through uncertainty.

Managing Multiple Unknowns

Welcome, Ronni. Let’s dive right in. How can organizations navigate through uncertain times?

It’s a bit like driving a car. In 2021, driving fast may have been easier because the road was clear. But today it’s bumpy and cloudy. No one knows when it will end, so you need to slow down.

2023 is going to be challenging. First, read the map and then adjust your plan. How long is your runway? Do you have enough cash? Do you have enough funds to weather the coming storm?

Then look realistically at the environment. A slowdown will have an impact on your customers as well as your organization. Will you be able to generate the revenues you expect?

The Long Game

The economy will eventually bounce back. How can we prepare for that now?

It starts with your people. Invest in them. Make sure you can retain all of them. Or, if not all of them, focus on your most important people. Because you’ll want them to be with you when the tailwind comes.

And more than anything else, think positive. What goes down comes back up. So optimism is critical.

How to lead through uncertainty

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What About Layoffs?

Is there a right way to reduce headcount? How can leaders avoid damaging their company culture?

Layoffs are only one option in a CEO’s toolbox when adjusting to a difficult environment. First, you may decide to slow down hiring. If a slow down isn’t enough, then you may need to freeze hiring or freeze salary increases, or both. And if needed, the next option could be salary cuts or layoffs. One or both.

But it is important to think about the people who stay as well as those who are laid off. Retention can be affected when those who remain are expected to do the job of two people or even more.

Communication and transparency are critical to preserve your culture.

Can Flexible Work Help?

Do you think economic changes will influence where we work? 

I don’t think so. I think hybrid work is here to stay. Flexibility was a nice-to-have perk a few years ago. But the pandemic proved that organizations can deal with it.

The ultimate combination is two or three days at the office or two or three days remote. It offers flexibility, but it keeps engagement and collaboration among people.

How to Support Hybrid Work

I like the idea of finding a balance between onsite and remote work. But how can leaders accomplish this? 

It’s a journey. It will take time until we get there as a standard. But flexibility is all about what we call internally, The Three T’s:  Trust. Transparency. Teamwork.

If your organization follows these values, it will help you create a flexible work culture.

 


For more insights from Ronni about how to lead through uncertainty, listen to this full podcast episode. And be sure to subscribe to the #WorkTrends Podcast on Apple Podcasts or Stitcher.

In addition, we invite you to join our live Twitter chat about this topic on Wednesday, January 25th at 1:30pmET/10:30amPT. Follow @TalentCulture for questions and be sure to add the #WorkTrends hashtag to your tweets, so others in the community can easily find your comments and interact with you!

Also, to continue this conversation on social media anytime, follow our #WorkTrends hashtag on Twitter, LinkedIn, and Instagram.

How can employers keep employees onboard and engaged during uncertain times? Meghan M. Biro says flexibility is the key. Learn more...

Flexibility: Key to Employee Retention in 2023

As 2022 comes to a close, several work trends are clearly visible on the horizon. Here’s one employers can’t afford to ignore — an alarming number of employees are still leaving their jobs. For all the talk about “the Great Resignation” being behind us, turnover continues to shape the world of work. And it doesn’t seem to be fading.

What’s the culprit here? In my opinion, too many employers continue to discount the need for flexibility in all its forms. Not sure if this should be a priority for you? Then consider some big-picture statistics:

  • recent Workhuman survey focused on workforce behavior and sentiment estimates that 36% of employees plan to leave their jobs in 2023.
  • Gartner predicts that steep 20% turnover rates will continue for the foreseeable future, with as many as 65% of employees still reevaluating their career paths.

These findings are hard to ignore. But rather than drilling down on disengaged workers and why they’re looking for greener pastures, I’d like to flip the script. Instead, let’s talk about people who want to remain in place. What can we learn from them?

Why Some People Stay

What is keeping people onboard? No doubt, some are hunkering down in reaction to growing economic uncertainty. But despite recent layoff news, many organizations are still hiring qualified talent. So why aren’t more people jumping ship?

Here’s why I think flexibility is the key. It is one of the most important factors keeping satisfied people connected with their employers and committed to doing their best work. In fact, as a motivational force, flexibility is second only to salary — ranking even higher than a positive work culture.

That’s powerful stuff. But it doesn’t tell the whole story. Let’s look closer.

Making a Business Case for Flexibility

If you’re mapping your HR goals for 2023, keep this caveat in mind: From a business perspective, flexibility may be losing some of its sheen. Organizations are facing the prospect of another year trying to juggle remote and hybrid workforce models. And after years of struggling to get it right, some companies may not be willing to invest as much time and effort to make it work.

Other business factors are causing leaders to push for a return to the office. After all, money talks. And the cost of office space doesn’t drop by 50% if only half of your workforce is filling the space. Also, we hear more executives emphasizing what suffers when people work from a distance — social bonds, career growth, collaboration and innovation.

But if you’re contemplating a full-scale return to office, perhaps you should think twice. Here’s why. I’m reminded of a 2021 #WorkTrends podcast conversation about flexibility with work-life expert and business consultant, Suzanne Brown.

Did Suzanne know something the rest of us weren’t ready to take seriously when she said this?

“People will stick around now. But as soon as the economy starts to strengthen, if you haven’t already built flexibility into your culture, you’ll start to lose people quickly.”

Circumstances may have shifted since that discussion, but Suzanne’s advice still holds true.

Flexibility Isn’t Just Skin Deep

When the conversation turned to imagining what flexible work could look like on the other side of the pandemic, I recall Suzanne saying:

Flexibility is more than just taking an afternoon off once in a while. Flexibility is how you treat employees in the long-term.

So true. The pandemic underscored what employers already knew (but may not have been willing to fully support at that time). But the fact remains, people want and deserve flexibility, even when the pandemic isn’t a concern.

With this in mind, what can employers do to build flexibility into their organization’s DNA? The challenge is to match the right conditions to choices that make sense for your workforce. Flexibility is both an informal and a formal state of work. And every organization is unique.

The possibilities are diverse: job sharing, split-shifts, permanent remote work, four-day work weeks, cross-functional talent mobility programs, project-based talent sharing, freelancing pools, part-time arrangements and more.

But the trick is to offer a mix of options that are relevant and meaningful for your people, while also supporting your organization’s values, culture and goals. If you’re serious about finding the best choices, you’ll involve your people in defining the options and being accountable for their success.

Clarifying the Rules

Flexibility deserves to be more than a random whim or a moving target. Employees and employers alike need to agree on guidelines. Indeed, your team’s ability to perform well in any combination of flexible roles demands a workable game plan.

Because employees see flexibility as the sign of a great work culture, it’s important to get their buy-in. Begin with a renewed reality check. Take the time now to ask employees and managers what kind of flexible options they believe would work best, going forward. (Anonymous surveys and feedback tools are terrific at helping you manage this process and interpret findings.)

Keep in mind that individual circumstances, career objectives and personal preferences change over time. What works for someone today may no longer fit in a year or two. People don’t want to be trapped in a work structure that no longer serves them. What will your process be for people who want to rethink their choices and modify their work model?

Here’s the clincher for employers. You need to demonstrate respect for people’s wishes. Respect and recognition are intimately connected with employee satisfaction, productivity and commitment.

That means leaders must be willing to do more than listen. It’s essential to take appropriate action in response to input. And it’s even more important to repeat this process, over and over again. When you demonstrate an ongoing commitment to building your flexible agenda around collaborative conversations, how can employees resist?

We’ll see what happens soon enough. The pandemic no longer has a grip on our every move, but the Great Resignation is still happening. No one knows for sure what will unfold next. But whatever challenges lie ahead, you can’t go wrong by staying in touch, staying open and staying flexible.

It could just be what convinces more of your people to stay.

Workforce Engagement is Sinking - How Can You Turn the TIde? Good advice for modern leaders from a veteran HR executive

Workforce Engagement is Sinking. How Can You Turn the Tide?

Have you noticed that workforce engagement and motivation are slipping? You’re not the only one. In April, Gallup confirmed that U.S. workforce engagement declined from a high of 36% in 2020 to 34% in 2021.

2022 hasn’t been any better. This year, only 32% of full-time and part-time employees told Gallup they’re engaged, while 17% say they are actively disengaged.

What’s happening here? Why is work engagement declining? And what can you do to prevent burnout and unnecessary resignations on your team?

Why Is Engagement In a Slump?

Every business is different. However, there are some common trends we can point to as we search for underlying reasons for decreased engagement.

Burnout, high turnover, and poor communication are among the most prevalent causes. And these problems only get worse when good employees stop caring. That’s because new team members tend to look to high-achieving colleagues for advice, motivation, and guidance.

Let’s look closer at each of these factors:

1. Burnout

While burnout can be linked to chronic hustle culture, return-to-office concerns also are playing a role. After many people were forced to work from home in 2020, they’ve grown accustomed to choosing where and when they work. Now, when called back to the office, many want to hold on to remote or hybrid work models and flexible schedules. Who can blame them?

When employees feel they’re losing a sense of choice over their work, or they recognize an imbalance in work/life responsibilities, they’re more likely to disengage or “quiet quit.” No wonder this phenomenon has been gaining traction during the past year.

2. Turnover

All this dissatisfaction naturally leads to higher employee turnover, which (no surprise) also influences engagement.

On one hand, welcoming a new coworker or manager can be exciting. However, the learning curve that comes with getting a new team member up to speed can create a work imbalance for veteran employees, even if it’s just for a short time.

This imbalance can create feelings of resentment, especially when engagement is already suffering for other reasons. As a result, more people could decide to leave. And if you don’t pay close attention, this can spiral into a very costly vicious cycle.

3. Poor Communication

When organizations try to accommodate hybrid, remote, or flexible work, it can be hard to communicate effectively. Virtual meetings provide more flexibility and enable a sense of work-life balance that many employees now prefer.

But if instant messaging or online video calls are your team’s only form of communication, this isn’t a sustainable way to work. If you don’t use these tools wisely, it puts effective collaboration and productivity at risk. For strong results, you need a plan.

How to Lift Workforce Engagement

Current engagement numbers don’t look good, but that doesn’t mean HR and business managers are powerless. Some U.S. companies have been able to increase workforce engagement despite difficult circumstances. Here are four solutions that can help you improve:

1. Create a Game Plan for Remote or Hybrid Work

Not all companies are able to offer remote, hybrid, or flexible scheduling opportunities. If yours does, then make sure you develop and execute a supportive strategy, so everyone in these roles can succeed.

As previously mentioned, flexible work opportunities are likely to create confusion among employees if work processes and expectations aren’t communicated clearly or executed thoughtfully. Core workplace principles like accessibility, transparency, and inclusion are especially important.

Talk with your managers and colleagues to get their input about remote work practices they recommend for your organization. For example, you may find that using apps like Slack, Teams, or Monday to conduct brief daily online meetings will add a layer of accountability.

2. Encourage Employees to Take Time Off

42% of U.S. employees say they haven’t taken a vacation in the past year. That’s a huge percentage. Working too long without a break will only make stress and burnout worse.

Encourage your staff to take their allotted PTO by creating a culture that supports taking time to rest and recharge. If you are on the leadership team, set an example. Take your time off and try not to respond to work messages outside of working hours.

3. Invest in the Right Tools

Another important way to prevent burnout is by investing in the right tools for your staff. Note that this isn’t just about technology. It may mean you’ll need to purchase new software or update existing technology. But it can also mean outsourcing specific activities to a specialized services provider.

Start by identifying the bottlenecks in your team’s workflows. Then consider any solutions that can reduce or remove redundant or unnecessary tasks. Think in terms of cost-effective ways to automate and streamline work activities.

4. Strive to be Approachable and Transparent

In a healthy workplace culture, communication moves freely to and from all corners of the organization. It’s not just about a top-down flow, but bottom-up, and side-to-side as well.

If employees aren’t comfortable voicing their opinions, feelings, and suggestions, they’re more likely to burn out. To lift engagement, commit to creating an open work environment that welcomes feedback and ideas at all levels.

This is less about formal initiatives and more about consistent behavior among leaders and managers. It’s about showing up every day, listening, and being responsive.

Final Thoughts

Many factors are contributing to the recent decline in workforce engagement. Although the solution may seem complex and out of reach, try some of these recommendations. I think you’ll be surprised at the difference it makes in the way employees view your company and their work.

More often than not, people want to do their jobs. But when little things like lack of information, inefficient technology, mundane tasks, lack of support, and strict schedules pile up, it’s only a matter of time before people start to disengage.

Be the boss that steps in and reignites the passion that got your employees to apply in the first place. If you keep at it, engagement is sure to follow.

How can organizations measure the digital employee experience? Find out on this #WorkTrends podcast episode

How Do You Measure the Digital Employee Experience?

Sponsored by:  Ivanti

We don’t need a crystal ball to see that the future of work will be more connected, more digital and more flexible. The pandemic brought us a preview of this more adaptable world of work—and many of us want more. But what’s the next step? How can organizations make “anywhere” work a sustainable daily reality?

Smart employers are already digging deep to pave the way forward. But how will they know when their transformation process is working? How will they see results? This is why it’s vital to measure the digital employee experience, early and often.

Organizations that get this right will attract and retain the best talent. So I invite you to learn more about it with me on this #WorkTrends podcast episode.

Meet Our Guest:  Dennis Kozak

Today, I’m speaking with Dennis Kozak, COO of Ivanti, a leading information technology software provider that is on a mission to make the everywhere workplace possible for all of us. Because Dennis has a front-row seat at the table where key digital work decisions are made every day, he is an excellent source of insight for HR and business leaders.

Why Measure the Digital Employee Experience?

Welcome, Dennis! Tell us, why should we connect the dots between employee satisfaction and digital experience?

Typically, HR is very focused on measuring employee engagement, while IT is very focused on providing infrastructure and security. But very seldom do we actually marry those to focus on how IT improves or hinders an employee’s experience.

Timing Is Everything

Tell us about how to measure the digital employee experience. What does this look like?

Well, this is something people don’t think about much until they have a problem.

Your team’s digital environment may work well—until an employee gets a new laptop or a new mobile device and they try to reconnect to the company ecosystem. They’re either successful or they’re not.

So through automation you can always be checking all of the measurement points to ensure that you’re providing a consistent level of service.

Always Be Measuring

Why is it so important to continuously measure the employee digital experience?

IT is continuously changing. There are always new applications, new tools, new devices, new forms of data in an organization. So the environment is never static. And because it’s always changing, you have to continually measure.

If people don’t feel productive and IT becomes a barrier, then clearly job satisfaction will suffer and people will be more likely to leave. Turnover is difficult, not only for an employee, but for an employer, as well. We can help avoid that.

Where IT Can Add Value

How can the IT team work with HR to ensure everyone has access to the tools they need to do their jobs, no matter where they are?

Our research says 26% of employees have considered quitting their jobs because they lack suitable technology. And 42% of employees have spent their own personal money to buy technology so they can work more effectively.

In other words, people don’t necessarily want to wait for their company to help. But these statistics indicate where both functions can improve.

Start by including IT at the table when designing your employee engagement survey. IT and HR rarely work together beyond onboarding and de-provisioning. But IT can show that the innovation and intuitiveness they bring in enabling digital work can be a deciding factor in employee productivity, satisfaction and retention.

 


For more insights from Dennis, listen to this full episode. Also, read the article he recently contributed to our blog: “Digital Employee Experience: Do You Measure What Matters?

In addition, be sure to subscribe to the #WorkTrends Podcast on Apple Podcasts or Stitcher. And to continue this conversation on social media, follow our #WorkTrends hashtag on Twitter, LinkedIn, and Instagram.

What is skillability - and why is it so important for future-minded organizations?

Skillability: Will It Solve the Talent Crunch?

The current talent market poses numerous challenges for leaders and employees, alike. Perhaps the most disruptive force redefining the post-pandemic business landscape is persistently high employee turnover. This Great Reshuffle” demonstrates just how quickly teams can change—even beyond the pandemic shift to remote work.

A New Business Necessity: Skillability

This fluid employment environment brings good news and bad. Employees are welcoming it as an opportunity to advance their careers. But among employers, it has given rise to the practice of talent poaching. Global companies are proactively pursuing candidates from all over the world, culling the best talent away from other, smaller businesses.

And on top of this highly competitive talent market, employers are now struggling with the effects of inflation. As the cost of living continues to increase, so do demands for higher wages. And candidates are willing to hold out when employers don’t meet their salary expectations. These dynamics can make it tough to fill openings, even for high-paying, highly-skilled roles.

At the same time, employees face a volatile economic landscape that is sending conflicting messages about how to weigh the stability of an existing job against other attractive options. Today’s sky-high inflation hasn’t done employees any favors, either. Even though individuals have more bargaining power, inflation quickly eats into any wage increases gained from a job switch. As a result, economics plays a much more active role in career choices these days.

But despite all of these issues, both employers and employees can rely on one shared secret weapon. It’s something I call skillability.

The Power of Skillability

A skill is an individual’s capacity to perform a job task or function, based on existing knowledge, ability and competence. Skillability, in contrast, is an individual’s capacity to develop proficiency in an unfamiliar skill.

The faster and more efficiently someone can develop a skill, the better. So, skillability can be measured by determining the time an employee needs to develop new skills, along with the investment needed to build those skills.

Training, alone, is not enough to improve skillability. It also requires a supportive, learning-forward work environment. Together, they can nurture professional growth and create a win-win for individuals and their employers.

It’s essential for leaders to develop key workforce skills internally. This gives them new ways to support employees in their current roles, while helping them prepare for future growth within the organization. At the same time, by proactively encouraging team skillability, leaders can uncover new growth opportunities for themselves.

For example, consider technology advancements. While new technologies may promise greater operational efficiency and profitability, they also require specific skills that existing employees may lack. Employees with a high level of skillability can help companies hedge against the uncertainty of changing technology by being adaptable and agile in the face of change.

Building Skillability Within Your Organization

Skillability may sound like a trait, but the ability to develop new skills can actually be learned. It’s all in your approach to training, development, and talent acquisition. Here are just a few ideas to help your organization move forward with this strategy:

1) Consider Candidates Who May Not Fit the Mold

Candidates who lack one or more “required” proficiencies can bring a background or experience that enables them to quickly pick up new skills, duties, and responsibilities. Don’t screen out these individuals.

This approach offers several advantages. First, it opens your organization to new, often untapped talent pools. Also, it encourages the development of existing internal talent, which can drive retention and avoid the consequences of unwanted turnover.

Think about it. If you hire new employees for skillability and their desire to learn, you’re not just investing in their future, but in your organization’s future competitiveness, as well.

2) Build Achievable Benchmarks Into Training

Benchmarking is nothing new. Business leaders use it to determine the highest standards of performance. However, it can also be used for training and onboarding. Benchmarks and timelines can spur self-driven learning over a defined period.

Industrial technology provider, Emerson, relies on a powerful version of this model. It instills lifelong learning “DNA” in new employees to ensure that they will be skillable throughout their employee journey. This kind of approach indicates early on whether employees are likely to grow continually and take on new challenges as they arise. It also encourages the most enterprising employees to quickly distinguish themselves and demonstrate their skillability.

3) Break Employees Out of Their Comfort Zones

Sometimes, the most effective way to cultivate skillability is to nudge employees toward learning opportunities that push their existing boundaries and routines. This strategy is inspired by the fact that people learn more effectively when they’re somewhat uncomfortable as they explore new ways of thinking and doing things. 

Effective learning disrupts the status quo, so to speak. And overcoming these challenges has a way of encouraging people to continue pursuing learning opportunities for themselves. This means you’ll want to put employees in new situations that force them to challenge their thinking, expand their knowledge, test their abilities, and ignite their desire to grow and evolve in their careers. 

4) Establish a Supportive Environment

The climate you establish for new and existing employees is paramount to skillability’s success. It’s important to create a setting where fear is seen as an invitation to grow, rather than a signal to hold back.

Often, leaders inadvertently discourage growth in others because they fear negative consequences or they’re anxious about their own ability to grow. This can intimidate others and put a damper on skillability. One way to avoid this is for senior leaders to consistently and openly encourage all team members to develop skillability, and for the organization to reward people at all levels who step up to the challenge.

Final Thoughts

Employers can become so invested in hiring for a specific skill set that they fail to consider a candidate’s skillability. When you hire people, you’re already planning to involve them in training. So, why not broaden your talent options to include those with a stronger likelihood to learn much-needed skills in the future?

Even if you look within your ranks for employees with motivation and a commitment to continuous learning, you’re likely to find viable job candidates you might not have otherwise considered. It may only take a gentle push in the right direction and an environment that gives them the support they need to grow and succeed.

How can global distributed teams wok together more effectively? Tips from business leaders

7 Ways to Support Distributed Teams in the Future of Work

Early in 2020, without warning, the pandemic made distributed teams a standard way of working for organizations all over the globe. Now, many employees have grown to prefer working remotely for at least part of every week. But despite the popularity of virtual workgroupsand evidence that they can be effectiveemployers are still trying to address related issues.

Are you among the employers looking for better ways to support distributed teams on an ongoing basis? What challenges are you facing, and how are you resolving them? Recently, when we asked business leaders these questions, they focused on seven key problems and ideas to resolve them:

  1. Coordinate Asynchronous Schedules
  2. Develop a Consistent Employee Experience
  3. Deal With Cultural Distinctions
  4. Address Issues Before They Become Systemic
  5. Offer Viable Child Care Options
  6. Avoid Information Silos
  7. Build Deep Connections and Loyalty

For details, check their answers below…

1. Coordinate Asynchronous Schedules

Distributed teams often operate hand in hand with flexible hours and asynchronous schedules. Even if you mandate specific working hours, different time zones can make it difficult for coworkers to connect at the same time. As a result, scheduling meetings and coordinating real-time collaboration can be frustrating and time-consuming.

One solution is to establish standard “overlap hours” when teammates are expected to be available online. This way, teams can easily plan to meet within established blocks of time without delays or unnecessary back-and-forth email activity. The rest of each day’s calendar is open, so individuals can structure their schedules independently.

Tasia Duske, CEO, MuseumHack

2. Develop a Consistent Employee Experience

When employees aren’t based in the same location, engagement and interaction can differ dramatically. With members of distributed teams operating in different locations and time zones, delivering a cohesive, consistent employee experience will no doubt continue to be a major challenge.

There is no easy fix for this. All the more reason why it’s worthwhile to create robust internal communications designed to connect and inform remote employees throughout your organization. It pays to invest in a mechanism that helps everyone in the company participate in intentional check-ins and feedback. And be sure to equip and encourage managers, so they will continuously evangelize your culture and norms.

Sentari Minor, Head of Strategy, evolvedMD

3. Deal With Cultural Distinctions

In a global workforce, employees may come from vastly different cultural backgrounds. This means you should anticipate that distributed team members will bring different communication styles, behavioral patterns, work ethics and ideals to the table. This naturally will influence how well team members understand each other and collaborate to reach a specific goal.

Leaders in global organizations must transcend these cultural barriers to manage distributed teams effectively. Start by encouraging multicultural understanding by delivering awareness training for management and employees. For example, focus on empowering people to identify preconceptions and handle unconscious bias. Also, help them learn how cultural differences can actually foster meaningful communication, collaboration, and creative problem-solving.

David Bitton, Co-Founder, DoorLoop

4. Address Issues Before They Become Systemic

Leaders will have to grapple with identifying and correcting issues before they become norms. With distributed teams, leaders will have a tougher time assessing employee sentiment towards one other, the company, and their roles. If any sources of friction or conflict are left unchecked, they can eventually take root, resulting in lower employee satisfaction and higher turnover.

One solution is for leaders to create a culture where everyone feels empowered to speak up about any problems or concerns that may arise with coworkers or managers. This can help prevent problems by giving people the freedom to come together quickly and solve problems before they get out of hand.

Lisa Richards, CEO, The Candida Diet

5. Offer Viable Child Care Options

Whether parents work in-office or from home, child care can be a continuous work-life struggle. Employee attention and productivity are easily compromised when quality care isn’t available or children are underfoot in a home office environment.

In the past, on-site child care or partnerships with daycare facilities made sense when employees worked at central office locations. But those solutions won’t work for distributed teams or employees with non-standard schedules. The best solution is to provide benefits from a company that provides child care on-demand. This gives parents options that fit their specific needs, no matter where they live or work. It’s one benefit that clearly benefits everyone—children, parents, and employers.

Kevin Ehlinger, VP Product Marketing, Tootris

6. Avoid Information Silos

Information silos are prevalent in distributed workplaces. They inhibit the free flow of data, communication, and essential insights. Silos may arise from proximity, reduced permissions, or even a lack of knowledge about where specific data is stored. Regardless, the presence of silos is a productivity nightmare.

Lost or mishandled data can pose a considerable threat to distributed teams. Therefore, leaders must take the proper steps to promote transparency, accessibility, and collaboration between departments. The solution is to invest in your organization’s file infrastructure. This can be achieved through the use of cloud data solutions that back up and store data remotely in the cloud.

This, in turn, makes data available on-demand wherever workers may be, so they can retrieve what they need from whatever device they may be using. This streamlines data access and improves productivity while keeping confidential information as safe and secure as possible.

Max Wesman, Founder, GoodHire

7. Build Deep Connections and Loyalty

Distributed work has one downside that can undermine team cohesion and organizational loyalty. Human beings build emotional bonds largely through social interaction. In-person, those connections easily develop because the environment lends itself to unexpected interactions and casual conversations. We “meet” briefly at the Keurig machine or in an elevator, while also making small talk.

In the absence of that unplanned, low-stakes social activity, emotional bonds don’t grow as deep. So, employee connections tend to be more transactional and less emotional—with colleagues, managers and the organization overall.

Without strong emotional bonds, distributed teams can suffer from low cohesion and loyalty. Virtual team members may be less likely to notice a colleague in need. It may also be easier to lure them away. To combat this, create as many opportunities as possible for employees to meet informally and get to know each other—even if it’s online. Encourage small talk before meetings. Support random, agenda-free phone meetings. Nurture friendships!

Amie Devero, President, Beyond Better Strategy and Coaching

 

 


EDITOR’S NOTE: These ideas on how distributed teams can work together more effectively were submitted via Terkel. Terkel is a knowledge platform that shares community-driven content based on expert insights. To see questions and get published, sign up at terkel.io.

Caregiving

Planning for Caregiving – How Employers Can Help

We must plan for caregiving instead of waiting for the medical crisis. Lack of planning is sadly the typical scenario for the vast majority of working families with aging relatives. Too many barriers exist when it comes to planning for caregiving. Such barriers include lack of knowledge, time, and procrastination. Ultimately, lack of preparation inevitably results in premature exit from the workforce. This is a costly scenario for the employee as well as the employer.

As part of a comprehensive benefits plan, employers can help educate future caregiver employees as to how to initiate the conversation and set up planning. Such a setup may vastly change the landscape around employees’ ability to remain in the workplace as they take on a caregiving role. The point of this article, therefore, is a wake-up call to the employer as well as the future caregiver employee.

Preparation for Caregiving

It is wonderful to think that people today have a good chance of living well beyond their 70s. However, with rising age comes increasing disabilities (1), and thus, the need for supportive care. In my profession as an eldercare consultant, I have come to realize that the vast majority of people take on caregiving responsibilities with little or no preparation; this is indeed the typical scenario for caregivers (2).

Unfortunately, it is human nature to wait till the last moment before we take action, especially with issues that are difficult to solve. In the caregiving world, people often do not learn about the many resources and services available until after the medical crisis occurs. Why do we procrastinate when it comes to planning for caregiving? There are many reasons: lack of time in our busy working lives, lack of knowledge, lack of confidence, and stressful family dynamics. However, lack of preparation around caregiving can lead to wide-ranging negative outcomes for the caregiver (3\4).

Planning for the Future of Caregiving

We plan our financial future; so why don’t we plan for caregiving? This should be a no-brainer, as lack of preparation can have a negative impact on so many aspects of our lives including deteriorating mental and physical health, loss of social connections, and reduced or lost income. For example, caregivers are more likely to experience stress, anxiety, irritability, hopelessness, and depression, as well as have coexisting substance abuse or dependence, and chronic disease (5/6). Furthermore, studies have shown that caregivers (age 50+) who leave the workforce to care for a parent lose, on average, nearly $304,000 in wages and benefits over their lifetime, and are at increased risk of living in poverty in their own old age (7).

Programmatic Solutions in the Workplace

The rationale for why we should plan for caregiving is clear. Yet, we don’t. I would argue that much of the fault lies in that structurally our society is not set up to support proactive caregiving. A key area where programmatic solutions could be developed exists within the workplace. The workplace employs many people who fall into the sandwich generation; that is, those sandwiched between children and aging parents. Even though many mid-size to larger companies provide eldercare services as part of their Employment Assistance Programs (EAPs), these do not promote proactive planning for caregiving.

EAPs cater to the employee who is in crisis mode. Instead, workplaces should do more to promote proactive planning for caregiving when the employee is not under duress. This could be done through educational ‘lunch and learns’ provided to employees where they may gain knowledge about warning signs of when it is time to step in, learn ways to initiate the conversation, and how to find resources in their community. Educating the sandwich generation workforce is a win-win scenario for the employee as well as the employer by diminishing disruption in the workplace because employees will be much more prepared for caregiving. 

Final Thoughts

The workplace captures a huge audience of future caregivers. This is a vital consideration as we are facing a looming shortage of caregivers as the large baby boomer cohort ages (8). We must start to implement structural changes within our society that can support caregiving in the same way that daycare was implemented to support working mothers! The programmatic solutions described in this article are relatively inexpensive and empower the family to make decisions that may better meet the wishes and needs of the care recipient. Ultimately, by planning for caregiving we may better promote the autonomy and the dignity of our loved ones.

1 Aubrecht, K., Kelly, C. & Rice, C. (2020). The aging-disability nexus. University of British Columbia Press.
2 Alvariza, A., Häger-Tibell, L., Holm, M. et al. Increasing preparedness for caregiving and death in family caregivers of patients with severe illness who are cared for at home – study protocol for a web-based intervention. BMC Palliat Care 19, 33 (2020). https://doi.org/10.1186/s12904-020-0530-6
3 Sung S Park, PhD, Caregivers’ Mental Health and Somatic Symptoms During COVID-19, The Journals of Gerontology: Series B, Volume 76, Issue 4, April 2021, Pages e235 – e240, https://doi.org/10.1093/geronb/gbaa121
4 Broxson J, Feliciano L. Understanding the Impacts of Caregiver Stress. Prof Case Manag. 2020 Jul/Aug;25(4):213-219. doi: 10.1097/NCM.0000000000000414. PMID: 32453176.
5  Chang, H. Y., Chiou, C. J., & Chen, N. S. (2010). Impact of mental health and caregiver burden on family caregivers’ physical health. Archives of gerontology and geriatrics50(3), 267–271. https://doi.org/10.1016/j.archger.2009.04.006
6 Lena Sandin Wranker, Sölve Elmståhl & Fagerström Cecilia (2021) The Health of Older Family Caregivers – A 6-Year Follow-up, Journal of Gerontological Social Work, 64:2, 190-207, DOI: 10.1080/01634372.2020.1843098
7 Feinberg, L & Choula, R. (2012): Understanding the impact of caregiving on work. (AARP Fact Sheet).
8.Feinberg, L.F. & Spillman, B.C. (2019). Shifts in family caregiving – and a growing care gap: Implications for long term services and supports financial reform. Generations: J Am Society on Aging, 43, 1, 73-77.
Great Resignation

Understanding the Great Resignation to Define the Future of Work

The Great Resignation. The Big Quit. The Lie-Flat economy. The Great Reshuffle. The Great Rift. Whatever you want to call it, the way human beings engage with the workplace has changed – permanently. The beginning of the COVID-19 Pandemic inadvertently set workplace change in motion in unimaginable ways and at an unfathomable pace. 

As the COVID-19 Pandemic continued to wreak havoc on life as we knew it, in a May 2021 Bloomberg interview, Anthony Klotz, a Professor at Texas A&M University, coined the phrase the Great Resignation. He used the phrase to describe what he believed to be an inevitable workforce “re-think” about how and why we work. Professor Klotz may have inadvertently set in motion the “pandemic” within the pandemic. Or as Arran Stewart, co-founder of Job.com, noted in a recent article, “the largest shift of human capital in our lifetime.”  

The Turnover Tidal Wave

Hundreds of articles followed that describe the different perspectives and even introduced unique names for a tidal wave of turnover, quits, resignations, and retirements throughout 2021. The articles cite reasons that range from a basic desire to establish a more manageable work/life balance to seeking out a more flexible/hybrid workday structure that can support remote work.  Whatever the reason, they all circle back to a fundamental shift, largely ignored, that has occurred in our mental models related to work. Sometimes, we get stuck.

What Do We Do Now?  

The pre-pandemic workplace was generally filled with employees who physically attended work on a regular basis. Employees completed a daily commute, interacted with colleagues, attended meetings in a conference room, stuck their heads around a cubicle corner to ask a question – all generally face to face. That was, generally, how work got done. The COVID-19 Global Pandemic brought that routine to a grinding halt.  

All of a sudden, workplaces around the globe were forced to very quickly pivot away from the face-to-face workplace to a completely virtual environment. Enter the “virtual” meeting.  Whether it was Zoom, Teams, Google Meet, Skype, or another software platform, the virtual meeting was the game changer. Suddenly, employees began to recognize that while fundamentally different, the work was still getting done.  

For some, the work was not only getting done but sometimes the work was getting done faster and maybe even better and more efficiently. For others, the work was getting done but came at an exhausting cost. The challenge of perceived 24/7 availability coupled with virtual school and limited childcare was too much. The boundary between the workday and personal time became blurred. The blurry line is not sustainable and does not seem to be going away. A breach that influences our mental model drastically changed our worldview—and directly impacted the human perspective.  

Redefine the Mental Model

The global pandemic impacted individuals, families, employees, and human beings in general … in very different ways. People are emerging from the last two years with the need to redefine the mental model; redefine the collective response of millions of unique individuals to a series of unforeseen events that changed our fundamental behaviors, perceptions, and attitudes toward the workplace forever. This response is the driving force for the change in our mental model. The Great Resignation is the result.  

There are thousands of articles, blog posts, and even new books that discuss the Great Resignation. Many of them provide anecdotal evidence that offers explicit support for the type of shift referred to and the corresponding result. From the individual in the corporate wellness industry who recognized an opportunity to begin her own consulting firm, to the federal government employee who decided to bake cheesecake for a living, to the denim executive who decided her voice was more important than a large paycheck, to the parent who decided the sacrifice of family was not worth the commute, to the twenty-something RN who will now be a travel nurse for a few years to pay off student loan debt—the examples of purposeful change to perspectives, attitudes, and behaviors are long and getting longer.  

The common theme is a need for the development of organizational acceptance that is meaningful, creative, current, and proactive.  

How Should Organizations Meet the Charge?  

  • Flexibility is key. Embrace hybrid models to meet the dynamic needs of the evolving workforce. It is time to eliminate the outdated office model.  Promote the evolving workday and move forward. 
  • Integrate meaningful strategy. Consider it as a building block for developing a dynamic and sustainable culture. Reward independence, highlight the risk-taker, ask inconvenient questions, and promote the self-starter mentality.
  • Innovate through creativity. Implement time and space within the workday for creative work on ideas or projects that go beyond the scope of the normal daily work tasks. Organizations like Google and Atlassian embrace innovation by encouraging employees to spend time thinking creatively.
  • Burnout is real. Encourage workplace policy makers to define preemptive mechanisms that include proactive identification of transitional objects to provide support.  These tangible and/or intangible objects can be as simple as random accolades from leadership or as complex as the integration of a new organization-wide wellness program.  
  • We hear you.  There is a loud and resounding message in the Great Resignation: Employees want things different. Openly acknowledge the sentiment and develop measurable action items.  

Conclusion

The bottom line is that we have changed. People have changed. The workplace has changed. The United States has changed. The world has changed. Everything has changed. The Great Resignation is much more than an economic trend.  It is a movement; a movement that has made many of us feel stuck—and has permanently shifted our workplace mental model.  

Digital Workplace

The Digital Workplace – What’s Ahead

The pandemic has affected the way we live and work and accelerated our transition to the digital world. In 2020, 30% of employees were working remotely, and 60% had the opportunity to combine remote and office work. Companies had to rethink their development strategies and create digital workplaces (DW) so that employees could work safely from home. Two years later, with vaccines helping to restrain the pandemic and offices reopening, organizations have to reimagine their digital environment to keep the office and remote workers connected.

So what is happening with the digital workplace in 2022 and how can managers adapt to the new realities?

The Concept of a Digital Workplace

This term has been around for over 10 years since DWG founder Paul Miller coined it. The businessman explained it as the virtual digital equivalent of a physical workplace.

It is also regarded as a business ecosystem of technologies and cloud solutions that:

  • Eliminates communication barriers between departments.
  • Provides remote secure access to corporate data.
  • Allows you to work remotely with documentation and easily share files.
  • Helps to communicate with colleagues who connect from different locations.

To build and use a digital workplace, you need a whole range of tools:

  • Business applications
  • Communication platforms
  • Personnel management software
  • Software for sharing documentation 
  • Cloud storage tools
  • Content management systems
  • Productivity tools and other technologies

Various programs and applications create the digital workplace infrastructure.

The concept of a digital workplace

Source: scnsoft.com

The digital workplace creates a virtual hub. Employees complete tasks, no matter where they are or what devices they are using. Expanding the boundaries of offices happens due to cloud platforms. They allow specialists to connect to their workplaces over the network.

Why Do You Need a Digital Workplace?

The digital workplace has become not so much a necessity, but a steppingstone for business development. The popularity of smartphones and the introduction of AI and digital tools have prepared people for a new format of work. There have appeared new categories of applications for communication between employees of distributed teams. The transition to the gig economy has made it possible for businesses to hire specialists from any location in the world.

The COVID-19 pandemic has only accelerated these trends. Consequently, businesses have had to scale up their digital workplaces at short notice. Some firms managed to reduce the transition from a couple of years to just weeks. The digital workplace has helped to keep businesses afloat amid isolation and social distancing. In a unified digital workplace infrastructure employees were able to quickly resolve important issues. They could:

  • Coordinate and store documents. Before lockdowns and quarantines, employees had to personally come to their colleagues to approve and sign documents. During remote work, organizations switched to online coordination via email, instant messenger, or through special software like Power Automate.
  • Schedule meetings. A unified digital workspace allows you to view the schedule of colleagues (vacation, business trips), coordinate the schedule for booking meeting rooms, and plan joint video meetings.
  • Manage corporate data. Software solutions provide synchronization of data and files used remotely by several employees. Platforms ensure that every worker has up-to-date information that they can access at any time and from any device.
  • Work on a flexible schedule. Fixed work hours are becoming obsolete. For enterprises, it is not the place and time of work that matter, but quality and efficiency. In the digital workplace, employees have 24/7 access to corporate tools and data.
  • Find the necessary information. Often corporate data and files are stored in different systems: in the cloud, or on a server. Employees have to spend minutes/hours searching for the right document. There are no search problems in the digital workplace. Separate tools like DokoniFind help them to find files of any format from different sources.

As a result, 44% of employees began to work faster, while maintaining an optimal work-life balance. According to Statista, business leaders plan to keep at least 10% of their employees “in a remote location”. This is not surprising, because businessmen see the economic benefits of this format of work. According to the survey, 72% of US managers plan to invest in virtual collaboration tools to support hybrid workflow.

What Organizations Achieved in 2020-2021

The pandemic has forced companies to either build digital workplaces from scratch or upgrade the old ones to carry out the transition to remote work. And in 2020-2021, organizations performed a large-scale transformation of jobs. They:

  • Implemented a model of work “from anywhere”. Many enterprises did not have a ready plan for how to go remote. But they quickly found point solutions on how to support hybrid workflow.
  • Moved to the cloud. When the majority of employees needed to go remote, organizations had to migrate to the cloud. Specialists could not access corporate data if the data center was in the office. The cloud guarantees that employees will work smoothly: the server will not fail, and the data will not be lost.
  • Expanded options for using virtual desktops (VDI). While individual contractors used VDI before the pandemic, more organizations paid attention to this service during the quarantine. Companies considered it the best option for quickly launching a remote work format. At the same time, an employer retains control over data and devices.
  • Implemented tools for video conferencing. Video calls via Zoom, Microsoft Teams, or Cisco Webex platforms replaced traditional meetings. The culture of video communication has spread everywhere.
  • Used collaboration platforms. Firms found ways to connect remote workers without sacrificing productivity or quality of work. Communication tools Trello, Slack, and Smartsheets have become an integral part of the digital workplace.

In 2020, companies implemented temporary solutions and created “drafts” of the digital workplace. By 2021, organizations had improved the format of remote work and selected the best technologies and tools. By 2022, enterprises had faced new challenges: how to improve and automate well-defined processes, taking into account the fact that employees are returning to the office.

What organizations achieved in 2020-2021

Source: axians.com

The Digital Workplace in 2022 

Over the past two years, people have become accustomed to the digital format, so many of us perceive returning to offices as leaving our comfort zone. According to a survey by the employer platform GoodHire, 68% of employees prefer to work remotely. Gartner found that companies risk losing up to 40% of their talent if they return to a traditional physical office. Therefore, 2022 is in search of a balance between remote and classical ways of working.

1. Organizations are Introducing Hybrid Work Models

In 2020-2021, organizations were creating digital workplaces so that employees could continue to work safely during the pandemic. In 2022, managers are trying to support DW so that employees can opt for a hybrid work schedule, combining work from home and the office.

Gartner researchers advise rescheduling work for a hybrid model, taking into account the following points. It is important to:

  • Give employees more freedom and flexibility so that they can maintain a balance between work and leisure
  • Offer specialists several schedules, taking into account their preferences
  • Manage employees based on empathy

Digital workplaces support hybrid workflows through conference room booking tools, meeting platforms, or collaboration apps.

2. Companies Launch Employee Development Programs

The pandemic has taken many organizations aback as employees were not technically prepared for digital workplaces. Firms had to quickly train specialists so that they could continue to work remotely. Therefore, in 2022, companies are helping their employees to remain flexible and adapt to changing market conditions. The Information Technology & Innovation Foundation notes that 13% of Americans do not have the digital skills needed for the 21st century. 18% of people have limited skills. Therefore, organizations need to improve the skills of employees according to corporate programs.

3. Businesses are Strengthening their Cybersecurity Strategies

A centralized digital workplace makes it easier for employees to work but leaves the organization vulnerable to cyber threats. DW has many access points that hackers can use to steal corporate data. Remote tracking of devices is difficult, and remote workers are less protected from phishing and social engineering attacks. Therefore, organizations are strengthening cybersecurity strategies by improving such features as encryption, two-factor authentication, access control, and AI-assisted threat detection.

4. Managers are Looking for Ways to Increase the Engagement of Remote Workers

When, with the onset of the pandemic, employees switched to a remote format, they began to lose contact with their colleagues and felt disconnected from the organization. Despite all the benefits of the digital workplace, the advantages are leveled if the employee’s interest falls. Therefore, in 2022, managers are looking for options on how to strengthen healthy relationships with remote workers. And this is important because an engaged specialist will not quit and work 21% more productively. The digital workplace should be organized in such a way that people communicate seamlessly with colleagues using different services.

Kate Lister, president of Global Workplace Analytics, in an interview with Recode, noted that by 2025, about 70% of employees will work remotely for at least five days a month. Therefore, the introduction and development of DW become not a tactical, but a strategic decision. Market Research Engine predicts the digital workspace market will reach $39.60 billion with a CAGR of 30%.

Conclusion

In 2020, we witnessed the historic transition from traditional work culture to a digital workplace. It has brought mobility to the lives of employees, helping them to maintain a comfortable work-life balance. For organizations, this means more productive employees who are free to adjust their schedules. Businesses should continue to invest in the digital workplace because it is an important part of any business development strategy.

Meeting the Needs

Meeting the Needs of a Changing Workforce

Graduation season is here, and many recent or soon-to-be graduates are about to enter the workforce. In fact, it is estimated that companies plan to hire 26 percent more new graduates from the class of 2022 compared to the year before. Meeting the needs of this new workforce is key to successful talent acquisition and retention. 

The world is different than it was three graduation seasons ago. Businesses have needed to adjust the way they approach the hiring process to build strong teams. For these organizations to attract and retain the top talent within the job market, a different mindset and approach are required.

The future of work is now, and it is reliant upon driving change through technology, different ways of working, fresh perspectives, and diverse voices.

The Demand for Flexibility

Flexibility is an unwavering demand of the new generation of workers. In a world that relishes instant communication and expects full transparency, job candidates are more aware of the vast number of organizations that meet their employees where they are. So what does this mean for companies that are looking to hire and retain candidates who are overwhelmed with options? It means that flexibility is a must – not a “nice to have.”

Flexibility means allowing employees to build a schedule that best fits their needs. Many organizations are adapting accordingly as they recognize this level of flexibility is something they must offer their current and future employees. In fact, 81 percent of executives are changing their workplace policies to offer greater flexibility. This is a standard expectation of our new normal. A failure to keep up with these demands means limiting your talent pool and losing even the most loyal of employees.

Flexibility also means empowering employees to choose where they work. Organizations that promote a “work from anywhere” mindset prove that they truly foster an environment of flexibility and a consistent employee experience regardless of where one is seated. Companies have quickly acknowledged that the “work from anywhere” mindset vastly widens their potential candidate pool. These organizations can focus on recruiting candidates with different skillsets or backgrounds that can positively impact the business.

The companies that will win in the top talent competition are those that realize it is not where one works, but rather it is the breadth and quality of the work produced that is critical in allowing their organization to scale to the next level.

Defining Your Purpose and Aligning With Candidates

As Gen Z gains more stake in the workforce, purpose-driven practices will continue to take hold at the forefront and become the foundation of business. This shift has been bubbling under the surface for a few years, but now it sits firmly at the core of candidate requirements.

Organizations that choose to look intrinsically and identify the true purpose behind their work will find that like-minded talent turns their way. Purpose comes in many forms and can be realized in a variety of ways. There is no doubt that the new generation of candidates will not work for a company that does not have a defined and pursued purpose in place. The questions that all organizations must ask themselves are: What is the purpose of what you do? Who will you positively impact? How can you build a workplace that drives this purpose every single day?

The Impact of Technology

The Insurance industry exists largely to serve and support individuals, families, and organizations across the globe in times of need. This institution is comprised of companies that face challenges of how to bring a fresh and modern approach to help drive their purposes. Due to the length of its establishment, it would not come as a surprise if many candidates, particularly new graduates, saw the insurance industry as old school and have not considered it for their future careers. However, the reality is that there is a multitude of career advancement opportunities as technology such as software-as-a-solution, artificial intelligence, and machine learning continue to mature and become a staple within the industry. Insurance is a perfect fit for the new generation of workers who are inherently creative problem-solvers and who also wish to deepen their technology skillsets.

The companies that truly live out their defined purpose and offer the skills and training programs that employees desire will be the ones that gain the talent pool’s attention and thus deliver the innovative solutions that will be disruptive within their industry.

Cultivating Diverse Talent is the Path Forward

The changing workforce is shedding a bright light on the notable differences in how the varying generations approach their line of work. However, one similarity all generations in the workforce share is that employees only feel satisfied within their careers when they are comfortable enough to show up as their true selves and follow and express their passions and beliefs. Organizations that allow individuals and groups to be heard and empowered will win the competition for great talent. Without a doubt, upholding diversity, equity, and inclusion (DE&I) practices are at the forefront of these efforts.

Companies that promote their DE&I efforts create a culture where employees feel respected, connected, and proud. These organizations that choose to take a stance are more favorable to the new generation of candidates, many of whom will not work for companies that do not have DE&I programs in place. For organizations with customer-facing roles, an increased level of pride from employees leads to an increased level of engagement. Therefore, allowing them to better serve their customers and build stronger relationships with critical stakeholders.

Diversity Fosters Innovation

Organizations with diverse leaders and employees innovate at a faster rate. Diverse thinking and perspectives fuel creative ideas. It also fuels development cycles for new solutions, allowing companies to gain and sustain a competitive advantage by getting to market faster and focusing on the long-term value for their customers. This will in turn drive better business outcomes. 

Recently, our organization held a Diversity Summit to reflect on and discuss the future goals of DE&I in the workplace. It was a transformational three days, and the Summit is the type of event every organization should host more of. The group’s time together was filled with impactful moments that were educational, inspiring, and motivating to our employees. Both on a professional and personal level. 

DE&I initiatives should be incorporated into every part of the business and is not merely a three-day event. Leaders need to make a conscious effort to inspire employees and drive company culture by “walking the walk.” Candidates are not impressed by companies with executive-level and corporate “buy-in”. They are drawn to companies with true executive-level and corporate “believe-in”. An organization’s DE&I stance must stem top-down, and it cannot just be a focus within the HR part of the organization, or it will fall flat.

Every employee at every level within a corporate environment owns the company culture. Every candidate in the talent pool has a vested interest in being a part of an open culture that promotes belonging. 

A Few Final Thoughts

A company’s most valuable asset is its people. 

Companies must regularly reevaluate their hiring and internal processes. These processes are only successful when companies foster programs that empower their employees both professionally and personally and allow them to pursue their passion and purpose.

The companies that do this are the ones that will attract and retain candidates of the highest caliber.

Skilling

Why Skilling Investments Directly Correlate to an Organization’s Bottom Line

Sponsored by: Cornerstone

Learning is the most important thing we do at work. 

I know that’s a bold statement. I’m sure you’re already trying to think of things you do at work that are more important than learning. But the truth is that learning is the foundation of how we grow and perform. 

Think about the learning opportunities at your organization. Are there company-sponsored places you can go to learn? Or do you simply rely on Google and YouTube? 

The reality is that many organizations rely on employees to find their own learning and development opportunities. So, what’s the problem with this? 

The problem is that this lack of prioritization for development opportunities at work won’t get us through the current talent and skilling shortages many industries are facing or help us grow into the future of work. 

These aren’t problems that will go away on their own, either. In fact, the current skilling and talent shortages are keeping business leaders up at night. According to a recently published Cornerstone People Research Lab survey, 48% of all employers placed skills and talent shortages within their top three concerns over the next three years. 

This urgency from business leaders is further evidenced in PwC’s Annual Global CEO Survey, where 74% of CEOs reported being concerned about the availability of key skills. 

Cornerstone’s survey also found that while ‘laggard’ and ‘average’ organizations show a consistent employer-employee confidence gap in skills development, high-performance organizations are ahead of the game. 

Let’s explore how high-performance organizations approach skills development and why it works.  

High-Performance Organizations as a Model for Success

High-performance organizations put their money where their mouth is. For example, when asked when they would prioritize skills investments for their company, 72% of respondents reported that prioritization was expected to occur within the next year or had already begun. Meanwhile, 68% of lagging organizations plan to invest in skills development within three to five years. 

According to our research, high-performance organizations aren’t just investing in one or two learning and skill development areas either. Nearly all high-performance organizations are prioritizing learning and development technology, learning content, formal education or university learning, mentoring and coaching programs, and on-the-job skills training.  

Meanwhile, only 34% of lagging organizations prioritize formal education, and 52% invest in mentoring and coaching programs. There’s more than a 30-point gap between high-performance organizations and laggards. 

High-performance organizations are also increasingly adopting an internal talent marketplace mindset. They are using skills data and skills development programs to promote internal mobility. Ninety-seven percent of high-performance organizations agreed that the role of talent development is to improve employee growth. Employees also agree – 82% of employees at high-performance organizations reported feeling that their company had insight into the gaps between current skills and those needed in the future. 

Developing internal talent is the number one way high-performance organizations plan to fill skills gaps. Meanwhile, lagging organizations plan to hire externally to fill those gaps over the next three years. 

Up-Leveling Your Skilling Strategy 

So, where do you start in up-leveling your skilling strategy? 

First, take inventory of the skills currently available in your organization. Then, predict what skills are most important to the future success of your organization. Once you understand what skills gaps exist, you can chart a plan to help close them. 

To do this, AI-based skills assessment and pathing technology can help identify those gaps between existing and future skills and make intelligent job and career recommendations based on skills.  

Once you connect skills development to career growth, employees can more easily chart their desired career path by seeing an integrated view of the skills needed and how it translates to internal mobility. 

This kind of growth investment isn’t just good for your people – it’s good for business. According to a 2021 Gallup survey in partnership with Amazon, skills training is one of the top perks younger workers look for in a new job. Further, 61% of respondents also said that upskilling opportunities are important for staying at their job.  Seventy-one percent agreed that job training and development increased their job satisfaction. More satisfaction leads to better retention. Better retention means better success and outcomes for a business.

The takeaway is simple. When organizations adopt an internal skills marketplace and an internal-first hiring mindset, employees stay engaged and happy, and your business increases its chances of successfully navigating the future.

Workforce Expectations

New HR Processes to Meet Workforce Expectations

The Great Resignation was a very real and present concern for HR professionals in 2021. In December alone, 4.3 million workers left their jobs. As the labor pool shrunk and companies faced skill shortages, there was a palpable power shift among employees. Workers knew they were in demand and could ask for more: more flexibility, more money, and more perks. Average hourly earnings have increased 4.8% year over year as a result.

Companies were already faced with competition for talent before the pandemic. This threw HR professionals in even more of a tailspin when they had to find new ways to meet these workforce expectations while developing work-from-anywhere policies practically overnight.

Although the labor force participation rate shows signs of bouncing back in the coming years — in fact, employment is estimated to increase from 153.5 million to 165.4 million by 2030 — HR must come up with innovative ways to attract and retain talented employees if they want to keep up. That means changing their HR processes to meet workforce expectations.

Meeting Workforce Expectations With New HR Processes

With a tight talent pool, HR professionals have to get creative, embrace new technologies, and find fresh ways of attracting and retaining talented employees. To do this, HR teams should stay open-minded to more progressive employment arrangements. This could include using contract, contingent, and gig work. In some instances, they should even consider employing robots, automating HR processes, and reskilling employees. 

As workers’ expectations change regarding work flexibility and other norms, the onus is on HR leaders to update the following HR processes:

1. Productivity Measurement

Gone are the days when measuring employee productivity meant simply looking at an employee’s time card or hours worked. In a work-from-anywhere environment, managers must shift their mindset to managing employees based on results rather than on time spent sitting at a desk.

It’s up to HR to teach managers how to measure and monitor employee productivity without physically seeing them in their chairs. To accomplish this, HR must clearly define job descriptions. Additionally, managers must communicate expectations. Most importantly, HR should encourage managers to let employees have the autonomy they need to do their jobs while still providing coaching on timelines, issues, and opportunities.

2. Pay Practices

Employees want not only the flexibility to work remotely, but also more flexibility as to when they work. Although 70% of executives want to return to the workplace, only 40% of workers do. Organizations that have embraced a remote environment to meet workforce expectations are now faced with the “work from anywhere” problem. Sure, it’s wonderful that employees can live anywhere in the country — or even the world. But, most HR teams are not set up for payroll, benefits, compliance, or taxes everywhere to support this. This can be a major roadblock when it comes to attracting and retaining talented employees.

In addition, HR leaders have to get ahead of questions from employees about cost-of-living adjustments for cities with higher costs of living. What is your philosophy and compensation structure? Does it allow you to attract talent across all markets nationwide? For example, consider tech companies based in San Jose, which is a tech industry hotspot. Should employees get paid more because that’s a high-cost-of-living area? Or not because they have the option to move? These questions can get quite philosophical and are up to your HR team and other company leaders to decide.

3. Onboarding Solutions

For new employees, the “computer setup” checkbox for onboarding has evolved over the years. Just a few decades ago, someone from IT came to connect the new employee’s system and set up their email at their desk. Now, it’s a UPS package delivery. Then, a two-hour phone call where IT instructs the employee on how to set up and configure settings for their workgroup. The employee needs to learn the ins and outs of how to use the collaboration tools and where to find the information needed for the job.

In addition, new employees might never even meet their HR representative in person to complete paperwork. These situations open up a need for remote onboarding tools. Tools that offer e-signature capabilities and advanced cybersecurity to prevent private information from being breached. They also require a solution for remote I-9s. (Current USCIS guidelines still require a person to provide HR with original ID documents to show proof of eligibility to work in the U.S.) Above all, you should determine how to integrate current tech tools with these new tools to make onboarding remote workers smoother for all involved.

4. Career Growth Opportunities for Employees

Even before the pandemic hit, employees looked for development and growth opportunities in their roles — particularly Millennials, who are known to leave jobs that lack such opportunities. HR can encourage employees to stay with the company longer by offering new forms of recognition and benefits, like upskilling.

Now, more than ever, employees want to know what competencies they need to learn to grow in the organization. They also want to know how these skills will benefit them in their future careers. To meet this need, work with managers to understand the competencies required for each role. Outline a clear path from one position to the next on the hierarchy.

Workforce Expectations for the Future

Meeting changing workforce expectations to mitigate the labor shortage requires updated HR processes that follow new trends in HR practices. Although this HR transformation process can seem overwhelming, the benefits will pay dividends in attracting and retaining talented employees — and securing your company’s future growth.

     

Forecasting the Future of Work

Forecasting the Future of Work

Podcast Sponsored by: QuantumWork Advisory

According to McKinsey, the pandemic has accelerated existing trends in remote work, e-commerce, and automation. As a result, up to 25% more workers than previously estimated could potentially need to switch occupations. Both employees and leaders are being driven to upskill. A recent study from the Sloan Management Review found that only 7% of respondents were led by digitally competent teams. So what does the future of work hold? How can we ensure that we’re prepared for it?

Our Guest: Mark Condon

On our latest #WorkTrends podcast, I spoke with Mark Condon, managing partner and founder of QuantumWork Advisory. He is a pioneer in the talent and workforce sector with over 20 years of global experience with both startups and multinationals.

There are maturity traits found in good digital leadership. Mark explains:

Leaders need to engage and protect their organization. When developing new business models, those need to be protected from the broader business. Another is the culture of inquisitiveness and trust, but you have to balance it with rigor. You want your organization to be curious, to have an exploration culture, and one where no one gets fired for experimenting, but you also need the discipline behind that.

Young Leaders in the Digital Age

Companies are balancing the use of technology implemented and used by people. So when we talk about young leaders, what are they facing when it comes to leading in the digital age? Mark:

It’s confusing out there. There are so many great technologies that appear to be wonderful in their own right. But there’s a problem in that digital transformation is really about technology. The technology in a lab looks wonderful, but we have to use it in our businesses. And our businesses are full of people, policies, and processes, which may not help the technology work. So how to make the tech work in practice is a people-centric issue.

Mark also explains:

People used to choose technology on the basis of functionality, but without it being a great user experience, it’s kind of a waste of time. People need to be able to want to use that technology and it has to be easy to use.

Diversity, Equity, and Inclusion – The Role of Technology

Technology plays a significant role in DEI and talent acquisition and retention strategies. Mark confirms:

This is a huge topic. Around 2020, about $50 billion was going to be spent on the DEI tech vendor space and would grow to around $110 billion by 2024. This is a massive investment.

Technology has its advantages and disadvantages. 

AI is a great enabler of matching, but it also can have a dark side in that if it’s not fed the right data, it can actually make the bias worse. So the problem with AI is it can make things a lot more efficient, but it also can magnify the problem.

The Gig Economy

With the rise of the gig economy, remote work, and flexible work arrangements, the future of work has taken a fork in the road. So where are we going with all this? Mark explains:

A lot of people suffered burnout through COVID, and this is continuing. The burnout rate has been quite damaging for people. People have had enough. I think they’re asking themselves, “Why am I working so hard.” I think a few people are getting off the merry-go-round, not to say all, but I think some are, certainly.

I hope you found this recent episode of #WorkTrends informative and inspiring. To learn more about QuantumWork Advisory and digital transformation in the field of talent and workforce strategy and delivery, please visit https://www.quantum.work/advisory.

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