THE DIGNITY OF WORK - A Time to CHOOSE

So much has changed since the pandemic. More than a quarter of people in Great Britain, who previously would have been working in an office, are now hybrid working. While the trend in working only from home has fallen since 2021, a hybrid-working model (part travelling to work, and part at home), has become the ‘new normal’.

The Office for National Statistics (ONS) reports that hybrid working is more common among those aged over 30 years, parents, those working as managers or professionals, and those in industries that require less face-to-face contact. Those with higher qualifications were also more likely to do hybrid work. More than 29% of workers aged 30 years and older followed a hybrid working pattern, compared with 19% for those aged 16 to 29 years old. Businesses in the ‘information and communication’ industry have the highest share of hybrid working at 49%, closely followed by the ‘professional, scientific, and technical activities’ industry at 42%. However, businesses in the manufacturing, construction, transportation, accommodation, retail, and food services are the least likely to adopt a hybrid model of working (4%).

In our previous article we asserted that there is a problem. Working from home or hot-desking, many people have few or no friends at work, often feel anonymous, do not belong and have no fun or camaraderie. Worst still, managers have difficulty in building teams, improving productivity, and simply getting to know their staff. So, what can we do?

A Time to Choose

First of all, not everyone is unhappy with hybrid working. According to an IWG survey, over 80% of hybrid workers consider this to be a chief benefit they would expect in a new role. The ONS finds that working parents were more likely to prefer hybrid work (35%) compared with working non-parents (24%). Workers with a degree or equivalent qualification were 10 times more likely to hybrid work than those with no qualifications (42% compared with 4% respectively). Close to half (45%) of those in more senior occupations (shown in the chart below as ‘managers, directors, and senior officials) followed a hybrid working model, compared with 27% of all workers.

Secondly, these are challenging times. Inflation is high, borrowing is expensive, and the economy is very shaky. Meanwhile, nine out of ten businesses have reduced costs through hybrid working. It is incredibly attractive to the CEO.

Different organisations will handle the future of hybrid working and WFH in various ways. But the truth is that it is here to say. While CEOs and their hybrid workers favor the way it has developed, the problem remains. People may like the benefits of hybrid but still have feelings of being undervalued, disengaged, unappreciated, with no personal development and less sense of career management. CEOs often debate whether they are getting maximum value from their investment in those people. So, how do we become a more productive workforce? What drives a high performing, sustainable productive team?

The answer is, of course, good leadership – leadership carried out by the CEO, the senior managers and the HR Director. When it comes to leading their workforce, they need to choose how to define the Aim, choose how to build their Teams and choose how to develop the Individual:

·       The Aim delivered with Radical Clarity. “People don’t buy what you do; they buy why you do it.” We need to know WHY the organisation exists, its core purpose, its cause and belief. We want to be shown HOW it will decide the strategy, take action and be better than others. Finally, we expect explanation of exactly WHAT we are required to achieve and the metrics of any Task that tie it to the Aim.

·       Building the Team to achieve the Aim.  The Team needs to understand what Tasks are required, using SMART goals (Specific, Measurable, Achievable, Realistic and Time-Constrained) to set a clear objective. Team members will be given objectives and understand how their goals dovetail into others. Team commitment and team spirit can be fostered and maintained by team-players working hybrid at home. However, regular face-to-face meetings, where the leader updates, motivates, encourages and gains fresh commitment are invaluable.

·       Developing the Individual, capable, energized and empowered to add value. Leaders need to work with each individual to assess and agree current strengths and areas for further development. The best teams leverage individual strengths, boosting productivity without increasing headcount. When individuals are confident, adding value and being productive, their commitment and motivation will soar. When a leader helps the individual gain the knowledge, skills & motivation to take responsibility for their own career development, the investment pulls in remarkable dividends. Guiding the development of valued staff significantly increases their retention. Conversely If you don’t manage the careers of your staff, someone else will. Research shows 60% of leavers do so because they believe they can enhance their career elsewhere.