Why Face-to-Face Work Isn’t Always the Best Option: How to Successfully Implement a Flexible Working Strategy for Younger Employees

2023-05-29 22:00:00

Company leaders often want their employees to be in the office more days than telecommuters would like./SDI Productions/E+/Getty Images

2023.05.30 Tue posted at 07:00 JST

New York (CNN) Too often, company CEOs and executives want their employees to be in the office more days than telecommuters want.

Many executives believe that face-to-face experiences are the best way to develop the careers of younger and new hires.

It makes sense, to some extent.

“There are some overheated parts of the pandemic,” said Kari Williams Yost, founder and CEO of Flex Strategy Group. The company advises companies and organizations on how to implement a successful flexible working strategy.

A recent study by economists from the Federal Reserve Bank of New York and the University of Iowa and Harvard University found that working from home can boost productivity in the short term, but it can come at a big cost to onboard new hires. It has been found.

“[Working from home]will reduce opportunities for joint work and training for young employees. In the case of young employees and female employees, perhaps because they feel that they are not very accepted in the company, collaborating with other employees is extremely difficult. It becomes more difficult to work, and the frequency of turnover increases correspondingly,” summed up the experts.

It also found that when one employee chose to work from home, collaboration with others could be reduced. If senior employees choose to work remotely, it may be difficult for younger employees to acquire skills.

But rather than condemning remote work per se, these findings are urging employers to reconsider. How can we best train our employees? How can we promote collaborative work in an era where more flexible work styles are required? As other studies suggest, such responses have a positive effect on employee morale and retention.

Kate Lister, President of Global Workplace Analytics, asks corporate executives who believe that more days in the office is the best way to innovate and educate employees. “How can you say that? Have you been collecting data before?”

As Mr. Lister and other workplace strategy experts say, the key is the employer. Employers need to be more intentional about training and coaching new hires, rather than assuming that face-to-face work automatically brings benefits.

the good old days aren’t so good

Come to think of it, most employees were at work five days a week before the coronavirus pandemic.

Still, new hire turnover was high, Lister said, citing analysis from data-driven consulting firm Work Institute. The company provides companies with initiatives to increase employee retention and engagement strategy planning support services.

Between 2010 and 2019, the company analyzed workplace data from more than 200,000 workers nationwide. As a result, it turned out that 38% had retired in the first year of joining the company, and 17.5% had retired in the second year. About 25 percent of workers aged 20 to 29 cited career development as the top reason for leaving work-related jobs. Second was work-life balance.

“If you want people to stay with your company, you have to be intentional about coaching them, both internally and externally,” Lister said of the lesson for employers.

no panacea

According to a survey conducted by the US economic magazine Fortune, 34% of Fortune 500 CEOs want to work at least four days a week, and 40% want to work three days a week.

But fixating on the question of “what days should I come to work?” is the wrong way to go, Yost said. “Not everything can be applied to the ruler. That’s why it fails even if you force it.”

Office occupancy in 10 major U.S. cities hit a post-pandemic peak in February, but has since declined as more people work from home, according to data he cited.

On the other hand, according to an informal online survey conducted in March by Korn Ferry, a corporate consulting firm, of more than 400 general manager-level white-collar workers, more than half of the respondents were required by their employers to come to work. I answered yes. However, only 20% of workers are required to work four to five days a week. The majority also said their bosses were more interested in getting them to come to work than the employees themselves.

As Yost suggests, upper management would be better off letting different parts of the organization decide when to come to work. Questions to consider before making a decision include:

1.what is the work to be done

2.What kind of training and guidance should be given to young employees in order to do their jobs?

3.When, where and how best to train and work

The answers to these questions include issues such as onboarding and how best to facilitate observation and learning. At the same time, we must realistically evaluate when it is best to be in the office and when it is feasible to work remotely.

“In general, there has been a lack of leadership commitment to developing younger employees,” Yost said. “It wasn’t amazing before Corona. Now is the chance to improve.”

#Obligation #work #silver #bullet #career #development #young #employeesCNN.co.jp

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