The social experience of work matters, particularly when people are getting started. The military does not do basic training by remote, and there’s a reason for that: Building a healthy culture requires real face time. Let the level of collaboration drive the level of coordination Cross-silo teams work best with an in-person dimension. Not coincidentally, they also saw higher employee satisfaction. They delegated more, did more leadership training, focused more on outcomes. McKinsey research has found that the most resilient companies-those that actually improved their performance in the first year of the pandemic-relied more on small, cross-functional teams with real authority to make decisions. There is also a case for organizational redesign. Consider new designs and technologies, such as sensors and moveable walls, that promote flexibility and collaboration. Traditional offices are full of heads-down workspaces, such as desks and cubicles. The design of office space is one factor. Creating a sense of belonging and feeling valued holds the key to strengthening ties with employees, so they want to grow within the company-not outside it. People with positive employee experiences have 16 times the engagement level of those with negative ones, and they are eight times more likely to want to stay. This is not about providing organic snacks and foosball tables it’s about creating employee experiences that are purposeful and authentic. Make the office a place people want to come toīy attracting people to come back regularly, a natural momentum can build, without imposing an arbitrary day count. The implication is that without flexibility, not only will it be difficult to recruit and retain talent, but diversity and inclusion efforts are doomed. Moreover, women play an outsized role in providing the informal social bonding that keeps organizations together. Parents, particularly non-white ones, feel this most acutely, and because parents make up a big share of crucial middle- and upper-management roles, losing them can cripple a company’s future. About half of employees who left their jobs said they had done so because they did not have good work-life balance. In a 2021 survey, almost 30% of respondents said they would consider quitting if made to return to fulltime on-site work. While there may be executives who miss seeing a sea of cubicles, they are going to have to get over it: that is not what work is about anymore, if it ever was. With those principles in mind, here is how businesses can use the return to work to create a new and better way of operating that works for both companies and people. And finally, employers have the right, and responsibility, to set expectations. A third is that letting people do exactly what they want, when they want, rarely works. If they don’t like the conditions of employment, they will bristle, and given that the stigma of leaving a job no longer exists, many will just quit. Another is that the power dynamic, particularly for higher-skilled jobs, has shifted in favor of employees. One is that COVID-19 is part of the future, and so are the many workplace changes that have taken root, such as remote and hybrid working. But there are some principles that will apply widely. Getting it right depends on the company, industry, geography, and workforce. There is no single answer to what the norms should be for the next normal. More than four in 10 went to a different industry. Moreover, according to that same January McKinsey survey, there is no evidence of a “boomerang effect”-that is, people returning to their previous jobs only 20% do. In the most recent report from the Bureau of Labor Statistics, the number of Americans quitting their jobs remains near record levels. According to survey by McKinsey in January, among those who had left a job without having another one, those who came back to the workforce rated flexibility as the single most important reason. If businesses cannot keep their talent happy, many of them will simply leave, and one of the most important factors in coming and going is flexibility. Those are all good points, but there’s a problem with this scenario: it won’t work. Finally, there is the virtue of familiarity this is the way they are used to managing. In addition, it is difficult-maybe impossible-to build a cohesive corporate culture remotely. Business is ever more collaborative, they reason, and while teleconferencing has proved useful, it is not nearly as good as having everyone in the same room. In mid-2021, McKinsey found that a majority of employers envisioned people coming into the office four or five days a week. As a result, many leaders have been tempted to keep it simple.
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