Tuesday, August 16, 2022

4 Predictions About the Collapse of Responsibility in the Workplace

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Shreya Christinahttps://cafe-madrid.com
Shreya has been with cafe-madrid.com for 3 years, writing copy for client websites, blog posts, EDMs and other mediums to engage readers and encourage action. By collaborating with clients, our SEO manager and the wider cafe-madrid.com team, Shreya seeks to understand an audience before creating memorable, persuasive copy.

Edward TuorinskyManaging Principal of DTS, brings two decades of experience in management consulting and information technology services.

The pandemic has robbed companies of comfortable collaboration and is now driving sweeping changes that could shape the future of work as we know it. Flexibility at work has become a hot button issue. As we navigate the future of work, many questions remain about remote, hybrid and gig work, but almost universally, workers agree that the flexibility of the past two years has been an advantage. In fact, as companies return to business as usual, organizations are seeing that employees are willing to pass promotions or even resign to maintain flexibility.

What are leaders going to do? Major corporations and government organizations may insist on returning in person and attributing any losses up to the Great Resignation. But is this really about travel time and shared office space? From here on it seems like it’s about responsibility.

We know that employees like the autonomy of working remotely. And for some job functions, the remote model works fine. But let’s face it: not every employee is motivated and productive, both personally and remotely. And not every task is best done outside the office and separated from other team members.

On the other hand, we have leaders who are becoming aware that remote and hybrid work is robbing them of human resources. Secluded from management and oversight by privilege, position, or organization, some employees have performed their jobs as ghosting, leaving phone calls and emails unanswered and projects stalling indefinitely.

This disconnect was pointed out in a recent survey that found that the vast majority of employees want to be able to work from home, while the vast majority of CEOs want everyone to return to the office. These results indicate a collapse of responsibility. The lenient policies that have made the pandemic tolerable have been pushed to their limits, forcing employers to respond. I predict that four things will happen as a result.

1. We will see a distribution of talent.

High achievers will perform well anywhere and they recognize what kind of environment they need to be effective. For top organizations, the future of work isn’t about a 40-hour work week, but rather about achieving goals, measuring impact, seeing results and noting intent. As leaders, we can’t continue to hire people because they tick the boxes – we need to recognize and select top talent.

2. We will become more targeted.

We are currently in an employee-driven market. As the pendulum swings the other way, we look at a market driven not by employers but by purpose. Top pay demands top performance. Employers will place less emphasis on where and how employees work and more on goals and incentives.

3. We throw away tired traditions.

Beware of mega-sized organizations: If the only way you can increase the productivity of your workforce is by babysitting an office full of employees, the future will be tough for you. The one-size-fits-all approach to managing employees is over. People are unique and need different environments, resources and motivations to be their best. We will see employers offer innovative ways to provide the flexibility employees desire. Some examples of the forms these can take include four-day work weeks, dispersed teams anchored in the office by managers, or even a gig approach to paid positions.

4. We will take the right size.

Clients, stakeholders and talent have learned that great work doesn’t require a marquee name. I believe that the opportunities, flexibility, ownership and agility of smaller organizations are better suited to the future. Look for small, agile organizations (or small teams within larger organizations) to attract talent and outperform big, unwieldy dinosaurs. These appropriately sized groups can be flexible about work. They also adapt better to changes in the business climate or technology, while keeping individuals happy and motivated.

We are witnessing the collapse of liability, but also the dawn of a new era. As the industry defines the future of work, the changes brought to organizations during the pandemic will align with new standards.

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