CEO of Avanadea leading digital innovator on the Microsoft ecosystem and a global leader in technology business solutions.
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It’s been years since organizations started launching new ways of working in response to the global pandemic, and business leaders naturally ask, “How are you?” Data from the most recent Work Trend Index from Microsoft (a partner of my company) suggests a conflict between employees and the leaders they work for.
On the one hand, employees are embracing hybrid work models that offer unprecedented flexibility and choice. Existing employees often quote flexible work arrangements as an important reason to be productive, engaged and satisfied at work, even in the face of constant disruptions and changes. Potential candidates are increasingly seeing hybrid arrangements as a differentiator and a must-have when considering new positions.
However, many employers still don’t get the message. They are concerned that workers are less productive at a time when economic and political uncertainty have created a new set of business pressures due to inflation, tight budgets and tight labor markets.
Clearly, some employers still want to force old work patterns into new realities. But I have a better idea: let’s build a work experience rooted in mutual trust.
Let’s trust our employees to get work done how and where they want. Let’s trust that we hired them as skilled, skilled professionals who know what’s best for our clients and themselves. And let’s trust that this will lead to higher productivity, job satisfaction and development of crucial skills.
As a business leader with 60,000 employees, I’ve seen the benefits of providing flexibility, choice and confidence rather than edicts to go back to work. As leaders develop their own manifestos for the future of work, I see three key elements of a people-centered approach.
First, know that choice starts with applying the right technologies.
In 2022, we asked 2,100 global business leaders to tell us where they are on their journey to redefine work in their organizations. While 98% of respondents said their company is committed to improving the employee experience, 60% still do not offer flexible work options. And nearly two-thirds have not taken steps to streamline their workplace technologies to help their people access what they need more easily.
I’ve found that the organizations that are most advanced in transforming the workplace experience have prioritized their technology investments in four key areas. First, they focused on providing access to applications and data from anywhere, from any device. Second, they’ve enabled the kind of cloud-based workplace collaboration platforms that make it easy for employees to transition seamlessly from working from home to working elsewhere. Third, they have embraced automation and AI to simplify workflow, increasing productivity and efficiency. And they’ve implemented a robust security model that allows employees to work safely wherever they are.
Which technology should not have to be included to support new ways of working? a recent research revealed that 78% of employers admit to using surveillance technology to monitor employees remotely. When used, “the majority (56%) of employees feel stress and anxiety because their employer is monitoring their communications. In fact, 41% constantly wonder if they are being monitored, and 32% take less as a result breaks.” That kind of technology, in my opinion, only hurts trust and sabotages the whole point of flexible working.
Second, make employee well-being a cornerstone of the work experience.
The pandemic has brought attention to what it means to create a work experience that attracts and retains top talent by focusing on the whole person. We documented the same phenomena after the introduction of flexible working programs across our organization: job satisfaction, productivity and quality of life all increased.
Flexible work options are an important tool for attracting and retaining employees, but I’ve found that wellness offerings need to go much further. Mental health programs and support, allowances to pursue personal passions, learning development opportunities, paid time off to volunteer can all make a difference.
Third, develop new behaviors and habits to redefine the work experience.
I believe in the importance of nurturing your teams around a goal and a vision, but they need to be reinforced through habits and behaviors. Growth mindset training is a great first place to start because it gives people the tools to embrace calculated risk and see failure as learning opportunities – not only in their role at work, but also in their personal lives.
Then comes the hard part: bringing it to life in everyday life. I’ve been inspired to see how our leaders have practiced a growth mindset with their teams in many small but important ways, such as organizing monthly meetings where people share a time when they failed and what they learned from it.
Other ways leaders can do this include taking the time to recognize and celebrate key milestones in a project or having an honest conversation about what works with a client and what doesn’t.
In a world where competition for top talent is fierce, choice and trust can set your business apart.
In my experience, employees’ flexibility and choice far outweigh the risks. Flexible work and the autonomy it provides are key differentiators for employers looking to attract and retain top talent. It gives us security and a sense of control, even in uncertain times. And it enables business leaders to build a more sustainable and resilient workforce that can adapt to rapid shifts in the marketplace.
Let’s not forget that people fuel the work of innovation. In this new world, people need to feel empowered and confident to do what matters to them, including how, when and where they work. If they do, we all win.
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