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

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

Staff proceed to demand office flexibility

In line with our International Workforce Survey, as we speak’s staff crave (and wish) selection in how they work. Practically two-thirds say they like a mixture of in-person and distant work. This flexibility sits on the core of job satisfaction. Solely 45% of in-person workers say they’re glad with their job, in comparison with 50% of hybrid workers and 63% of fully-remote staff.

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

Workforce agility is important to competing in a extremely fluid and aggressive market. Organizations, subsequently, have to each reply to worker expectations and put their staff ready to carry out at a excessive stage. In any other case, they might face excessive turnover, low productiveness and a lack of enterprise agility.

A office technique that advantages the group and workers

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

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

1. Supply customized flexibility

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

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

In the meantime, don’t neglect the facility of connectivity and training that occurs in individual. Some folks merely don’t know what they’re lacking. Making it actual for them by bringing groups collectively frequently and utilizing connectivity as an in-person incentive can assist make the worth clear.

2. Lay out the principles prematurely

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

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

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

A versatile workforce is simply as efficient as its toolset. Wherever they work, workers have to be armed with instruments that enable them to successfully hook up with company sources and collaborate with colleagues, clients and companions.

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

4. Encourage development and profession development

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

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

Put folks ready to excel

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

Joe Atkinson is chief merchandise and know-how officer at PwC US