The pandemic has been nothing short of a wake-up call to global business, accelerating working practices that may not have been due even within this decade. Initially, many considered remote working as just ‘a way around’ working in the lockdowns of the pandemic. But 18 months later, the powerful dynamic of remote working has secured popularity with both employers and employees - and looks like it’s set to stay. As employers begin to welcome staff back into their offices, it is crucial for them to understand the advantages in offering options for a blend of remote and office working, and develop a workplace strategy that works for their business.
Generally, workers in most industries have embraced changes in day-to-day living, with improvements in their wellbeing, less commute time meaning more productivity, better work life balance, and ease of accessing work opportunities in locations that may have been previously unthinkable. In short, workers are now deeply ensconced in the lifestyle of working anywhere in the world with a WiFi connection; and they aren’t looking back.
Equally, businesses have decided that this workstyle works for them. The real kick-start in the UK’s appetite for hybrid work came with Deloitte’s unprecedented announcement to get rid of its offices. As PwC’s Occupier Survey of 258 of the UK’s largest companies confirms, a third of organisations surveyed said they will reduce their office footprint by more than 30 percent. To add to this, a BBC poll of 50 of the UK’s largest employers reported that 43 firms expected a mix of home and office working post-pandemic. It is clear that organisations realise that retaining the best skills and maximising potential of staff means offering a hybrid work model.
Opportunities hybrid work creates
Flexible work environments which enable positive and collaborative working can directly boost employee engagement and productivity. This is clearly demonstrated in a recent Globalization Partners’ survey that found 77% of CFOs feel the pandemic has created opportunities to access a skilled and cost-efficient workforce. Flexible working is now seen as a proven enabler to build and strengthen business capabilities for global business opportunity. On a global scale, organisations are now powered by finding skills from anywhere, as opposed to talent which lives within a 45-minute commute. This is just one of many reasons why hybrid working is identified as a most effective way to work.
The role of technology
Technology has played a vital role in fuelling the remote work revolution. In just a few months, the world adapted to professional remote communication and collaborative working, with education and multiple other sectors, previously unexposed to remote work, adopting it relatively easily. This is set to continue, with PWC’s survey reporting that 71% of respondents plan to increase investment in technology that enables agile working over the next two years.
Gen Z is leading new workstyle expectations
Employee expectations have become accustomed to increased flexibility in their daily work lives. Benefits of remote and hybrid working range from logistical, social and financial to that of wellbeing. With the emergence of the newest generation of tech-native and purpose-led workers, Gen-Z (aged up to 24), the balance of power has moved to employees. PowWowNow research confirms this, with 73% of UK employees under thirty saying flexible working makes a job more attractive. The normalisation of remote work is now used as leverage by employees to choose their work location.
Digital upskilling has become a top priority for business leaders. According to PwC’s CEO Panel Survey, 61% of CEOs say that their workforce will be more digital in the future, HR and recruitment teams will also need to ensure that the hiring process includes a fair digital selection process. Companies worldwide are now investing heavily in new digital platforms that will make it easier to monitor employee engagement and wellbeing.
The success of hybrid working
The success of hybrid working is self-perpetuating and driving more employers to adopt the practice. Global brands like Adobe, Salesforce, and Amazon have new HR policies to protect employees and are setting a new standard in work practice. This shows that, despite working remotely and autonomously, their staff are just as – if not more – effective.
Hybrid working has also unlocked working opportunities for minority groups, such as the LGBTQ+ community, single mothers or parents with young children, the boomer generation, or those with a disability. In the UK, this has widened the talent pool for employers at a time of challenging labour shortages in the country. Therefore, going back to offering constrained physical employment can’t make good business sense.
New roles are fast emerging to handle the new challenges and opportunities of hybrid working, such as Global Mobility Managers and Remote Change Managers. These roles can help organisations to create the right balance of physical and remote work environments and support workers’ evolving needs.
Key considerations for a sustainable workforce model
With digitalisation taking place industry-wide, skills - particularly technology skills - are needed more than ever. Employers must devise strategic hiring campaigns that empathise with candidates, to deliver for the future needs of their business. This means offering flexible workstyles and appropriate technology to attract the talent they need while nurturing their existing team. Placing constraints on location may immediately shrink the pool of available talent and risk competitive advantage.
Whatever stage of planning the business is at, looking after the people in your business is the number one priority. It is therefore critical for companies to develop a workplace strategy that promotes flexibility and opportunities for career growth, as well as creating a working environment that supports their comfort and wellbeing while at work. Employees may have more of an influence over their working location, but the power to build an effective and sustainable remote global workforce model remains firmly in employers’ hands.
