4 strategies to enable a culture of workforce flexibility

The proliferation of remote working during the global pandemic has proven that working from home is a viable workplace model with few drawbacks. Yet companies continue to encourage or even require their employees to return to the office – often to their own detriment. For example, PwCs Pulse Questionnaire: Carefully to Self Confident found that 64% of executives agree that their company needs as many people on site as possible.

As remote work continues to be at the top of employee wish lists, it is clear that many business leaders need to adopt a better work attitude by embracing a culture of flexibility in their organizations to retain and attract employees.

Employees continue to demand flexibility in the workplace

According to our Global workforce Questionnaire, today’s workers crave (and need) variety in the way they work. Nearly two-thirds say they prefer a mix of face-to-face and remote work. This flexibility is at the heart of job satisfaction. Only 45% of face-to-face workers say they are satisfied with their jobs, compared to 50% of hybrid workers and 63% of fully remote workers.

Maintaining connectivity and culture is important, but inflexibility can lead to resentment. While 26% of people in PwC’s survey would prefer full-time remote work, only 18% said their employer is likely to adopt that model. Only 11% of employees prefer full-time personal work, but 18% say their employer probably requires them to go to the office every day.

Workforce flexibility is critical to be able to compete in a highly volatile and competitive market. Organizations must therefore both respond to employee expectations and enable their employees to perform at a high level. Otherwise, they could face high turnover, low productivity and a loss of business agility.

A workplace strategy that benefits the organization and employees

It is clear that most employers in the post-pandemic world have still not perfected a new way of working, one that offers benefits to both employees and the company. However, leading organizations are embracing a culture of flexibility in the workplace by implementing policies and tools that meet employees where they are. Success in this new hybrid model requires engaged employees and gives them a sense of personalization and responsibility for how they work.

Here are four strategies for business leaders to enable a culture of workforce agility that benefits the organization and employees.

1. Offer personalized flexibility

Flexibility in the workplace is not a one-size-fits-all proposition. People have different needs, work styles and preferences for how they work, and personalization helps put people in the best position to succeed. Giving employees the opportunity to work in a way that suits them best creates a sense of responsibility and an incentive to perform.

Some people may need to work from 7 a.m. to 3 p.m. to handle childcare or other personal responsibilities. Others may think they would perform better in a four-day work week. Some may choose to forgo some salary for more vacation or personal days. Flexibility enables people to work how they want and when they want in the most optimal way.

In the meantime, don’t forget the power of connectivity and coaching that happens in person. Some people just don’t know what they’re missing. Making it real for them by bringing teams together regularly and using connectivity as a personal incentive can make the value clear.

2. Lay down the rules in advance

Regardless of people’s individual needs and preferences, it’s up to managers and business leaders to determine whether it’s in the best interest of the organization to let people personalize how they work. This requires open communication channels between managers, employees and HR, as well as formal plans around in-person, remote and hybrid working.

People need to know what job expectations are regardless of how they choose to work, and managers need to know where the boundaries are. Clear rules of engagement should be established, formalized and communicated to stakeholders, along with clear responsibilities.

3. Enable different work styles with advanced collaboration and connectivity tools

A flexible workforce is only as effective as its toolset. Wherever they work, employees need to be armed with tools that enable them to effectively connect to company resources and collaborate with colleagues, customers and partners.

We need to move beyond video conferencing to give people interactive tools like whiteboarding, real-time polling, and the ability to break into teams. Remote workers need office-like connectivity so they can work the way they expect without lag or bandwidth issues. And also people who work in the office should not be missing. A complete rethink of the layout of offices and shared spaces can encourage people to come to the office more and be more productive.

4. Encourage growth and career advancement

Every employee should feel challenged in their role and want to grow their career with the company. Upskilling and advancement opportunities are great ways to retain and attract employees. Investing in people through learning and development programs, enhanced by recognition, badges and incentives, creates the kind of work environment that people can get excited about.

High performers crave opportunities that challenge and excite them. It’s just a matter of giving them opportunities to excel and show what they can do.

Empowering people to excel

Hybrid working models are not going away. Retaining and attracting productive employees requires flexibility in the way they work and empathy from business leaders about what the “new normal” looks like for employees. Business leaders have the opportunity to go the extra mile and encourage workforce flexibility – working with employees to give them the opportunities, processes and tools they need to do their jobs well and the classic win-win.

Joe Atkinson is chief products and technology officer at PwC US