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Tag: Hybrid workforce

  • The Real Reason Why the Return to Office is Failing | Entrepreneur

    The Real Reason Why the Return to Office is Failing | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    Picture this: A stage where the drama of work unfolds, with actors struggling to find their parts, cues missing, and directors constantly changing the script. This is the current scene for many employees amidst the return to office (RTO) movement, according to a recent report by Appspace. Just like actors, employees are searching for their “line,” the cues to perform in a hybrid or remote work environment. However, the script is constantly changing and 93% of employees report their companies are not particularly adept at arranging the stage to suit the needs of the actors: namely, whether full-time or part-time office workers, they believe their organizations could do much better at improving the office experience. I find the same problems that the Appspace report discovered in the clients who I help transition to a flexible RTO and hybrid work policy.

    Related: You Should Let Your Team Decide Their Approach to Hybrid Work. A Behavioral Economist Explains Why and How You Should Do It.

    Fumbling through the RTO: Our current act

    In this act of our play, the office, once a well-known stage, now presents new challenges. The report reveals that only 3% of employees are exclusively in-office, while 43% have fully embraced remote work. This leaves a whopping 54% navigating the murky waters of hybrid work, a terrain as unknown as a forgotten Shakespearean tragedy. Much like actors forgetting their lines mid-performance, 70% of these employees are faltering, wasting precious time transitioning from remote to in-office work.

    Imagine being an actor on a stage, unsure if the person beside you is part of the cast or a misplaced audience member. An unsettling 51% of employees have experienced this confusion, unsure if someone they encountered in the office even worked for their company or had the authorization to be there. This is a vivid sign of the disconnect between employees and their workplace, a glaring indication that companies need to revise their scripts to improve their hybrid and remote work policies.

    In any play, the director is key to bringing the script to life, ensuring every actor knows their part and every scene flows seamlessly. In our workplace drama, technology should ideally play this role. Yet, it seems to be more like a director who has left the building, leaving actors scrambling to fill the void.

    One-third of respondents reported their organizations haven’t adopted any technologies that support the RTO movement. Without the proper tools, these workplaces are like stages without props, leaving employees struggling to navigate their roles. Consequently, 67% of employees aren’t completely satisfied with their company’s current workplace tools and technologies, adding another layer of complexity to this convoluted plot.

    Redefining the script: A call to action

    Employees are shouting, “line!” waiting for cues on how to navigate the hybrid work scene. They want their companies to provide consistent and simultaneous communications, whether they are on stage (in-office) or behind the scenes (remote). A strong 85% consider their colleagues’ presence when deciding whether to come into the office, underlining the crucial role of social connections in this new era of work.

    Just as an understudy may need extra rehearsal to shine on stage, employees are also calling for more training on workplace tools. It’s high time for businesses to step up and rewrite the script, directing their workforce towards a harmonious blend of flexibility, collaboration and effective technology use.

    Related: Employers: Hybrid Work is Not The Problem — Your Guidelines Are. Here’s Why and How to Fix Them.

    The invisible force of cognitive biases in the return to office dilemma

    The empathy gap, our cognitive bias that makes it difficult to understand our own emotional states in different situations or empathize with others, is contributing significantly to the RTO disarray. Picture this: Your employee, a talented software engineer, thrived in a remote work environment. Now, you’re asking them to return to the office, but they’re pushing back, citing increased productivity at home and less commute-induced stress.

    For management, it can be tough to understand this emotional response if they’re not in the same boat. They might assume that everyone will be thrilled to return to the camaraderie of the office environment. But, without the ability to empathize with that remote worker’s perspective, they’re making decisions with a critical blind spot. A touch of empathy could go a long way in crafting policies that resonate with every member of the team.

    Do you remember the office pre-pandemic? The cubicles, the meetings in tight conference rooms, the obligatory office small talk? Many organizations, driven by the cognitive bias known as the status quo bias, are gravitating toward reinstating these familiar, yet dated, workplace structures. This bias, our preference for the current or past state of affairs over change, is causing a roadblock in the evolution of the workplace.

    Take a step back and think. Do we really need to return to the traditional office model, or are we just holding onto it because it’s comfortable? Unfortunately, comfort doesn’t equate to efficiency or productivity. While the prospect of change may seem daunting, an innovative, forward-thinking approach to RTO could be the game-changer your organization needs.

    Acknowledging and understanding these cognitive biases is a critical first step. The empathy gap and status quo bias are not insurmountable hurdles, but rather guideposts pointing us towards a more enlightened approach to RTO. As we move forward, let’s swap out the empathy gap for a dose of empathy, replace the status quo bias with a pinch of daring innovation, and create a return-to-office strategy that truly works for everyone. Because, let’s face it, who said the office ever needed cubicles in the first place?

    The curtain call: Embrace the change

    The RTO movement is like a matinee performance that still needs a lot of work before the evening show. Organizations need to hear the echoes from the auditorium — the employee feedback — and take action. Only then can the drama of RTO transform into a blockbuster performance, with all actors (employees) playing their roles effectively, no matter where their stage (workplace) is.

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    Gleb Tsipursky

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  • This Work Policy is Driving More Millennials to Buy a Home in Suburbia | Entrepreneur

    This Work Policy is Driving More Millennials to Buy a Home in Suburbia | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    In the grand game of real estate, there’s a new king on the board. The suburbs are not just surviving, they’re thriving, and it’s all thanks to the game-changer that is flexible work. Who needs a skyscraper view when your office is your living room, and your commute, is a mere amble from bed to desk?

    “We expect the ability to WFH to remain an incentive for young families to seek out more remote suburban and rural markets where housing may be more affordable,” a recent Bank of America report suggests. It’s like swapping a sardine-can city apartment for a comfortable, spacious home. It’s not rocket science; it’s simply the art of making work work for you.

    The five-day office week, like the dodo, is heading for extinction. Lawrence Yun, the chief economist at the National Association of Realtors, says, “A little bit of a longer commute is not a hindrance” if you’re not in the office Monday to Friday, 9-5. Not when you’ve got the flexibility to decide where and when you work. Why endure the daily urban rat race when you can occasionally roll with the relaxed suburban pace instead?

    Related: A New Remote Work Trend is Helping Employers Retain Talent Amid Labor Market Pressures

    Millennials: Not so urban after all

    Remember when we thought millennials were city slickers, with their Uber rides and brunch habits? Turns out, they’re embracing the suburban dream as eagerly as a kid pouncing on the last slice of pizza.

    Hyojung Lee, a professor of housing and property management at Virginia Tech, humorously notes, “We’ve always talked about millennials as urban people… But it turns out they’re not that cool anymore.” Indeed, some 45% of millennials now plan to buy homes in the suburbs, according to a recent Bank of America survey. That’s up from 33% in 2015. Perhaps it’s not about being “cool” anymore but about being “smart.”

    The gourmet exodus: A culinary revolution in suburbia

    This new suburban migration is not just about homes and workplaces. It’s also transforming the gastronomic landscape. Urban retail vacancies surpassed suburban ones in 2022, for the first time since 2013, according to the Wall Street Journal. Like ants to a picnic, restaurants and retailers are flocking to these thriving town centers.

    Consider the salad chain, Sweetgreen. Once a downtown staple, it’s now making the suburbs its main stage with 50% of its locations nestled there. And it’s not just salad — even big-name chefs are choosing suburban towns for their next culinary adventures. It’s as if suburbia has become the new Manhattan for the restaurant world.

    The face of suburbia is changing, too. Long associated with homogeneity, suburbs are now outpacing the national average for racial diversity, according to a Brookings Institution analysis. The stereotype of the white picket fence is slowly giving way to a vibrant mosaic of cultural diversity.

    The city still stands: A reality check

    Despite this suburban boom, downtowns aren’t ready to throw in the towel just yet. Yun reminds us that people are returning to city centers, even in the hybrid work era. And while suburbs close to cities are flourishing, demand in the far-out ‘burbs has dropped significantly since the pandemic’s peak.

    So, in this grand game of real estate, it’s not about cities losing or suburbs winning. It’s about recognizing that the playing field is changing. As we embrace the flexibility that technology affords us, our living preferences are evolving in turn. As I tell my clients whom I helped figure out their return to office and hybrid work plans, you need to go where your employees are, rather than simply trying to impose a top-down command-control structure on them — at least, if you want to retain your top talent.

    Related: You Should Let Your Team Decide Their Approach to Hybrid Work. A Behavioral Economist Explains Why and How You Should Do It.

    Cognitive biases: Unseen forces shaping our choices

    Underneath our decision-making processes, cognitive biases often run the show. They’re like puppeteers, subtly influencing our choices and judgments. Two key biases that might be influencing this suburban migration are the status quo bias and the anchoring bias.

    First, let’s consider the status quo bias. This is our tendency to prefer things to stay the same by doing nothing or maintaining our current or previous decision. With the onset of the pandemic, the status quo was disrupted, forcing us to adapt to a new “normal” — working from home.

    For many, this temporary change has transformed into a comfortable routine. The novelty has worn off, replaced by the status quo bias. We’ve become accustomed to the convenience, freedom and flexibility of remote work. The prospect of returning to our previous lifestyle — the daily commute, the rigid office hours — seems more daunting than sticking to the new status quo.

    The anchoring bias, on the other hand, refers to our tendency to rely too heavily on the first piece of information we encounter (the “anchor”) when making decisions. When the pandemic hit, the “anchor” for many was the vision of a lifestyle free from daily commuting and office constraints. This initial impression has strongly influenced subsequent decisions about work and living arrangements.

    Moreover, as we have seen suburban life flourish — with burgeoning retail spaces, diverse communities, and the promise of a more balanced lifestyle — these positive first impressions have only been reinforced. The anchor has been cast, and it’s landed firmly in suburban territory.

    By understanding these cognitive biases, we can make more informed decisions about our work and lifestyle choices. As we navigate this era of change, it’s crucial to challenge our biases, question our assumptions, and remain open to all possibilities. Only then can we truly make the most of the opportunities that the future of work presents.

    Conclusion

    In the end, whether it’s the city’s siren call or the suburb’s sweet serenade that wins your heart, it’s clear that flexible work has forever changed the way we live. It’s reshaped not just our working lives, but our homes, our communities and our landscapes. The suburbs are having their moment in the sun, not as a retreat from the city, but as a compelling alternative.

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    Gleb Tsipursky

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  • How Leaders Can Help Employees With ADHD Succeed in Remote Work | Entrepreneur

    How Leaders Can Help Employees With ADHD Succeed in Remote Work | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    Imagine stepping into a maze — winding paths, hidden pitfalls, and the tantalizing lure of success waiting just around the corner. That’s the corporate landscape for you. Now imagine navigating the same maze while riding a unicycle. The paths get trickier, the pitfalls become gaping chasms and the goal seems miles further away. This, my friends, is the struggle workers with ADHD (Attention-Deficit/Hyperactivity Disorder) face daily.

    Skynova’s recent survey, which analyzed the challenges and triumphs of 1,008 workers with ADHD, throws light on this issue. The survey is akin to a high-powered flashlight, illuminating hidden corners and detailing how these workers are faring, particularly in the uncharted territories of remote work.

    Related: The 5 Superpowers People With ADHD Can Use to Be Better Entrepreneurs

    The daunting dial: Remote work dials up challenges for workers with ADHD

    Picture the daily work life of an individual with ADHD as a boxing match. Every punch, every dodge, every round won or lost is a new challenge or victory. Now, introduce remote work into this picture. It’s like giving the adversary an extra glove. The same study by Skynova shows that remote workers with ADHD find their daily tasks 17% more challenging than their on-site peers. The challenge is no longer a straightforward match; it’s morphed into a tag-team wrestling bout with hidden opponents and unforeseen tactics.

    But the plot thickens further, like a detective novel with a surprise twist. Remote workers with ADHD are 54% more likely to struggle with impulse control than their on-site colleagues. The lure of distractions for these individuals is akin to a child let loose in a candy store, with all the goodies in the world at their fingertips. The challenge is a sticky one, holding on with the tenacity of bubble gum on a hot sidewalk.

    So, what’s the secret ingredient to brewing a workplace that’s ADHD-friendly? The answer is as simple and delightful as adding whipped cream to your hot chocolate — flexible schedules. Picture a night owl, not confined by the traditional 9 to 5, but free to spread its wings when it’s most alert and productive. This is the allure of flexible schedules, which 64% of employees with ADHD have chosen as their top benefit for how workplaces can help those with ADHD.

    Thus, ironically, remote work both correlates with more challenges in daily tasks for those with ADHD and serves as a solution, by providing greater flexibility. Given that nearly two-thirds of those with ADHD choose flexibility as their most important benefit for addressing ADHD in the workplace, it seems the benefits of remote work outweigh the costs.

    Indeed, that’s what surveys of my clients find when I help them in the return to office transition and flexible hybrid work policies: those with ADHD, fatigue, brain fog and a set of other conditions express a stronger preference for more flexibility, in schedule and place of work than those who don’t suffer from such conditions. However, Skynova’s survey highlights an issue I haven’t sufficiently considered, namely whether those with certain conditions, such as ADHD, might benefit from greater support to address impulse control challenges.

    The silver lining: Career growth and ADHD

    ADHD might seem like an impediment, but Skynova’s survey highlights that it’s not a career killer. Imagine yourself stuck in rush-hour traffic — congested, slow, but not stagnant. Progress is slow, but it’s progress nonetheless.

    Many hybrid (74%) and on-site (68%) workers admit that they have grown in their careers despite their ADHD. It’s like watching a small sapling grow into a mighty tree despite the rocky soil. Meanwhile, 61% of their remote counterparts echo this sentiment, albeit at a slightly lesser frequency.

    The numbers portray a powerful story, much like a riveting novel. A whopping 58% of employees with ADHD express satisfaction with their career choices. They are the content diners at a restaurant, satiated and pleased with the meal of career options served to them.

    The balancing act: Nurturing a supportive environment for workers with ADHD

    It’s now time to shine a spotlight on the corporate maestros — the organizations. Here, the picture is a mixed bag of popcorn, with flavors ranging from savory to unsavory. On the bright side, four in 10 workers with ADHD play a harmonious tune, stating that their company or manager strikes the right chord in providing a supportive environment.

    Remarkably, two-thirds of these corporate tightrope walkers believe they have grown in their careers despite the juggling act. It’s a testament to their resilience and determination. However, 39% express that their ADHD has sometimes acted like an overly cautious GPS, restricting their journey by suggesting safer, albeit longer and less rewarding routes.

    In some cases, ADHD is more than just a hurdle – it feels like a looming mountain. Over a quarter of workers with ADHD have tasted the bitter pill of layoffs, with 21% suspecting that their ADHD was a contributing factor. It’s akin to being penalized for a snowstorm when all you did was forget your snow boots.

    Related: Benefits of a Positive Work Environment

    Cognitive biases: The invisible puppeteers of the ADHD narrative

    Just as a marionette is controlled by the invisible strings of its puppeteer, our perceptions and decisions about ADHD and remote work can often be manipulated by cognitive biases. These cognitive biases can distort our understanding and influence our decisions, like an autocorrect feature that sometimes corrects us in the wrong way.

    Confirmation bias is like a picky eater at a buffet, choosing only the foods it likes and ignoring the rest. This cognitive bias drives us to favor information that confirms our pre-existing beliefs while discarding any data that challenges them.

    In the context of ADHD and remote work, confirmation bias might lead us to focus exclusively on the challenges faced by individuals with ADHD. We might be more inclined to view ADHD as a barrier, only taking note of the 17% increase in daily challenges for remote workers with ADHD. We might overlook the part of the Skynova study that tells us that a significant percentage of workers with ADHD (65%) have managed to grow in their careers despite their challenges. Or that 64% prefer flexibility as the top way that companies can help address challenges for people with ADHD. It’s like ignoring the spectacular dessert section in the buffet because we are too fixated on the sushi counter.

    In the workplace, managers and colleagues might also succumb to confirmation bias, interpreting the actions of employees with ADHD through a lens of preconceived notions. For example, an employee with ADHD who forgets a deadline might be viewed as “irresponsible,” reinforcing negative stereotypes about ADHD. In doing so, we overlook the unique strengths and potential that these individuals bring to the table.

    Related: The ‘E Word’: Why You’re Afraid of It, and Why You Should Embrace It Instead

    The empathy gap is like standing at the edge of a wide canyon, unable to reach the other side because we cannot bridge the divide. This bias refers to our difficulty in understanding others’ experiences, particularly if they differ significantly from our own.

    In the world of remote work, the empathy gap can lead to a lack of understanding and support for colleagues with ADHD. For instance, people without ADHD might struggle to grasp why a remote environment presents extra challenges for their ADHD colleagues. It’s like trying to understand why someone might be afraid of heights when you’ve never climbed higher than a step stool.

    They might not understand the heightened struggle with impulse control that their remote colleagues with ADHD experience. As a result, they might unintentionally make decisions or judgments that further exacerbate these challenges. For instance, a manager might schedule back-to-back virtual meetings, not realizing the difficulty this may pose for an employee with ADHD who may need short breaks between tasks for optimal focus and productivity. Indeed, the second most-named benefit after flexible schedules helpful for addressing problems for those with ADHD was employers encouraging breaks when needed, named by 44% of survey respondents.

    In order to counteract these cognitive biases, it is crucial to foster an environment of open conversation and education about ADHD. Understanding these biases, like holding up a mirror to our thoughts, is the first step towards ensuring that our decisions and actions become more inclusive and supportive of all workers, whether they are navigating the corporate labyrinth from an office cubicle or a home desk.

    Conclusion: A call for adaptation and understanding

    To sum it all up, navigating remote work with ADHD is like trying to solve a Rubik’s Cube on a roller coaster — thrilling, challenging, and certainly not for the faint-hearted. Yet, with the right modifications, such as flexible schedules, the roller coaster can be transformed into a scenic train ride — still exciting, but now manageable and even enjoyable.

    An office, whether physical or virtual, should not resemble a battleground where survival is the only goal. Instead, it should be a sandbox where everyone gets to play, build, and thrive. So, let’s remove the obstacles and fill the sandbox with tools and toys that enable everyone to create their best sandcastles. After all, a castle is most majestic when built by many hands.

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    Gleb Tsipursky

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  • Why Companies Are Hiring and Prioritizing Employees Without College Degrees | Entrepreneur

    Why Companies Are Hiring and Prioritizing Employees Without College Degrees | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    A recent survey conducted by the Society for Human Resource Management (SHRM) revealed that almost one-third of American employers now consider non-degree candidates for job openings, with 37% of employers reporting that they are more likely to do so than five years ago.

    For the last several years, we have seen that developed soft skills are becoming the leading requirement in different companies, especially in terms of working with other people, e.g., being a proper team player, a good leader, being able to communicate properly and align with company values and diversity issues.

    Soft skills are often difficult to quantify, which is why many employers have traditionally focused on things like degrees and certifications to screen candidates. However, in many cases, a candidate’s ability to work well with others, think critically and adapt to new situations is more important than their specific educational background.

    In fact, some of the most successful people in business and industry are self-taught, having learned their skills through hands-on experience and a willingness to take on new challenges. Mark Zuckerberg, one of the most recognized names in tech, built Facebook into the world’s largest social network. Zuckerberg dropped out of Harvard in 2004, during his sophomore year, to work on Facebook full-time and remains its CEO to this day. David Karp created Tumblr (which at its peak gained more than 500 million monthly users) despite never even graduating high school. Daniel Ek, co-founder of Spotify after abandoning his degree in engineering at the Royal Institute of Technology in Sweden after just eight weeks. The list goes on and on. The billionaire co-founder of Microsoft, Bill Gates, dropped out of Harvard to focus on building his company.

    Related: How to Find, Hire (and Fire!) Rockstar Employees

    High levels of soft skills are now defining a good employee. Even if a person has a great degree or might have vertical expertise in the field but lacks soft skills, some companies might prefer a better team player over a fancy university diploma. That brings harmony and drives team success rather than individual success.

    When hiring people, I personally don’t even look at the degree. When I conduct an interview, I ask a lot about different situations this person has been in at work, different conflict situations, communication processes with peers or their direct reports, and the rest of the team. I try to figure out how the communication will be done upwards at the same level or downwards. For me, a formal degree is not as important as people’s experience, and positive references are given to their soft skills, work ethics, and communication.

    Related: 5 Soft Skills Every Employee Needs Today

    The shift in hiring practices

    A number of factors is driving this shift:

    • The rising cost of college.
    • An increased emphasis on workplace skills over degree credentials.
    • the growing popularity of alternative educational models such as online certificates.

    In addition, some employers are starting to recognize that non-degree candidates can bring unique perspectives and experiences to the table that traditional college graduates may not possess. Google, Apple, IBM, Bank of America and other big companies adopted this approach in 2018.

    As employers move away from relying solely on academic qualifications, they now have more opportunities to identify and hire high-quality individuals who can contribute meaningfully to their organization. However, this trend also means that employers must be prepared to evaluate applicants based on a broader range of criteria than they may have in the past. In addition to traditional measures such as prior experience, academic achievements, and references, employers should consider evaluating candidates based on their skill set and personal qualities such as self-discipline and problem-solving abilities.

    At the same time, employers must ensure that they are not discriminating against potential employees who do not possess a traditional academic background. This includes assessing candidates based on their potential rather than focusing solely on past accomplishments or experiences. By taking a more holistic approach to evaluating applicants and considering the full range of skills and qualities they possess, employers can ensure that they are attracting a diverse set of candidates who have the potential to add value to their organization.

    A recent survey by the Society for Human Resource Management (SHRM) revealed that 57% of employers plan to hire more such candidates in the future. This is indicative of a growing trend in organizations around the world.

    Related: 8 Soft Skills That Make You an Even Better Leader

    Soft skills take over

    Employers often find that hiring recent university graduates may not always be the most suitable option for the specific job requirements within their business. Especially when it comes to startups or venture-backed companies that require innovative and creative approaches, formal education can be an obstacle in thinking or creating a new product/business model. We see that some innovative companies intend to hire people without a formal education or college degree because that allows them to be more creative and think “outside of the box,” which results in more added value.

    By the way, fields such as IT, Manufacturing, Customer Service, Business Administration, Accounting and Finance are examples of areas that don’t necessarily require a degree but may prefer candidates with relevant experience or qualifications.

    High levels of soft skills are now defining a good employee. Even if a person has a great degree or might have vertical expertise in the field but lacks soft skills, some companies might prefer a better team player over a fancy university diploma. That brings harmony and drives team success rather than individual success.

    By recognizing the importance of soft skills and focusing on the qualities that truly matter, employers can build more diverse and effective teams that are better equipped to tackle the challenges of today’s rapidly-changing business landscape.

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    Zamir Shukho

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  • The Forced Return to Office is the Definition of Insanity. Here’s Why. | Entrepreneur

    The Forced Return to Office is the Definition of Insanity. Here’s Why. | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    In a world where we’ve seen five consecutive quarters of declining productivity in the U.S. according to a study by EY-Parthenon using Bureau of Labor Statistics, one would think that CEOs and company leaders would question their tactics. After all, over two-thirds of business leaders report they’re under immense pressure to squeeze more productivity out of their workers, according to a new Slack survey of 18,000 knowledge workers. Yet despite the overwhelming evidence that flexible hybrid work is more productive than forced in-office work for the same roles, top executives are stubbornly herding employees back to the office like lost sheep, expecting productivity to miraculously improve. This, my friends, is the very definition of insanity.

    The myth of the magical office

    Many CEOs are clinging to the false belief that the office is the secret sauce to productivity. It’s as if they think the office is a productivity vending machine: insert employee, receive increased output. But the data tells a different story.

    Instead of being a productivity wonderland, the office is more like a productivity black hole, where collaboration, socializing, mentoring, and on-the-job training thrive, but focused work gets sucked into oblivion. In fact, research shows that the office is detrimental to productivity.

    Related: 3 Office Realities That Make Focus Nearly Impossible

    For instance, a recent study by scholars at the Federal Reserve Bank of New York, Harvard University, and the University of Iowa found that software engineers located in different buildings on the same campus wrote more computer programs than those who were sitting close to colleagues. However, the engineers who worked in different buildings commented less on others’ code. In other words, they were more productive but that meant that less experienced coders got weaker mentorship.

    To put it simply, expecting the office to boost productivity is like expecting a fish to ride a bicycle: the office serves a different, and very important purpose. The EY-Parthenon research shows a direct correlation between the forced return to the office and plummeting productivity. The numbers don’t lie: People are working longer hours and barely putting out more products. It’s high time we stop trying to fit a square peg into a round hole.

    Structured mentoring: A balanced approach to in-office and remote work

    While productivity is harmed by in-office presence, mentoring is boosted. However, you have to be intentional about mentoring. The unspoken belief in many organizations is that if you pack employees into an office like sardines, mentoring will magically happen. In reality, this haphazard approach is about as effective as throwing spaghetti at the wall and hoping it sticks. Office-based mentoring, especially full-time, is often inconsistent, inefficient, and dependent on factors like proximity, office politics, and personal dynamics, which can limit its reach and impact.

    In contrast, a structured mentoring program offers a more intentional and effective approach, pairing mentors and mentees based on skills, interests, and goals. This targeted method ensures that knowledge sharing and personal growth are not left to chance, but rather strategically nurtured and cultivated.

    Structured mentoring programs can thrive in a hybrid environment that combines the best aspects of both in-office and remote work. This balanced approach allows companies to limit in-office activities to necessary mentoring sessions, maximizing productivity and employee satisfaction without sacrificing the benefits of face-to-face interactions.

    Related: The Surprising Reason Behind Why Many Leaders Are Forcing Employees Back to The Office

    To leverage the advantages of both in-office and remote work in a structured mentoring program, companies can:

    • Schedule targeted in-office sessions: Plan focused in-person mentoring sessions or workshops that capitalize on the benefits of face-to-face interactions while respecting employees’ need for remote work flexibility.
    • Utilize technology for remote mentoring: Video conferencing, instant messaging, and collaboration tools can facilitate communication and foster connections between mentors and mentees when in-person meetings are not required.
    • Establish clear goals and expectations: Setting specific objectives and milestones for the mentoring relationship will help both parties stay focused and accountable, maximizing the program’s impact.
    • Encourage networking and collaboration: Virtual and in-person workshops and forums can provide additional opportunities for knowledge sharing and relationship building, beyond the traditional one-on-one mentoring format.
    • Monitor and evaluate progress: By tracking the progress and success of mentoring relationships, companies can identify areas for improvement and refine their program over time, ensuring its ongoing effectiveness and impact.

    Autonomy and engagement: The missing ingredients

    The great irony of the office-centric mentality is that it’s not just productivity that suffers – employee engagement takes a hit, too. A Gallup study found that employees who could work remotely but are mandated to go to the office suffer from a lack of autonomy, leading to lower engagement. The research shows that employee engagement is lowest for those who could work remotely but are forced to show up in person full-time.

    Imagine the global implications of this problem: Gallup estimated that low employee engagement cost the world a staggering $7.8 trillion in lost productivity last year. To put that into perspective, imagine every CEO taking a sledgehammer to their own company’s piggy bank, smashing it to pieces, and then wondering why profits are down.

    Cognitive biases: The hidden roadblocks to productivity

    Our decision-making is often influenced by cognitive biases that can distort our perception and judgment, especially when it comes to embracing flexible work. By understanding the impact of these biases, we can overcome the mental barriers that hinder effective mentoring and productivity. In this context, let’s examine two specific cognitive biases that play a significant role: status quo bias and functional fixedness.

    Status quo bias is a cognitive bias that leads individuals to prefer the current state of affairs and resist change, even when that change could lead to better outcomes. This bias can significantly impact the way CEOs and executives approach the idea of flexible hybrid work and structured mentoring programs, causing them to cling to the traditional office-based work model.

    The status quo bias can make it difficult for leaders to recognize the benefits of flexible work and hybrid mentoring programs, as they may unconsciously perceive these changes as threats to the established order. As a result, they may overlook the evidence that supports the effectiveness of remote work and structured mentoring, instead of opting to maintain the familiar office environment.

    Functional fixedness is a cognitive bias that prevents individuals from seeing alternative uses or solutions for a particular problem, as they are fixated on the traditional or familiar approach. This bias can play a significant role in the way organizations approach workplace productivity, as they may be unable to envision the potential advantages of flexible work and structured hybrid mentoring programs.

    The functional fixedness bias can cause leaders to remain entrenched in the belief that the office is the only environment suitable for productivity. Consequently, they may fail to recognize the potential of flexible work and hybrid mentoring programs, even when presented with compelling evidence.

    Related: Debunking the 5 Myths of Hybrid Work

    Rethinking the office: A new way forward

    It’s time for CEOs to abandon the sinking ship of forced in-office work and embrace the flexible work revolution. The office has its place – for collaboration, mentoring, and training – but productivity is not one of them.

    Instead of forcing everyone into the same box, let’s tailor work arrangements to suit individual roles and preferences. It’s time to stop living in denial and acknowledge the truth: Flexible hybrid work is the future, and it’s here to stay. Embracing this reality is the only way to reverse the downward productivity spiral and unleash the true potential of the workforce.

    The evidence is clear: A forced return to the office is not the solution to productivity woes, but rather the cause. As we’ve seen over the last five quarters, continuing to force employees back to the office is akin to bashing our heads against a brick wall, hoping for a different outcome. The time has come for CEOs to rethink their outdated assumptions and embrace the flexible hybrid work revolution.

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  • The Pros and Cons of ‘Cameras On’ During Virtual Meetings | Entrepreneur

    The Pros and Cons of ‘Cameras On’ During Virtual Meetings | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    A recent survey of 4,200 work-from-home employees found that 49% report a positive impact from engagement when their cameras are on during online meetings, and only 10% felt disengagement from turning on cameras. As leaders are figuring out hybrid and remote work, they are facing the challenge of deciding whether to encourage employees to keep their cameras on during meetings. This decision has a significant impact on communication, engagement and trust-building within the team. I can attest to that from my experience helping 21 organizations transition to long-term hybrid work arrangements.

    The pros of keeping cameras on during meetings

    There are several benefits to keeping cameras on during video conferences.

    Facial cues improve communication and build trust

    Research shows that one of the primary benefits of keeping cameras on during virtual meetings is the ability to pick up on facial cues. When we can see someone’s facial expressions and body language, it can help us understand their thoughts and feelings better. Seeing a colleague smile, nod in agreement or furrow their brow in confusion can provide valuable cues that are often lost in text-based communication. When team members feel more connected and in sync with each other, they are better equipped to work together effectively, leading to better collaboration. This, in turn, leads to improved communication and the building of trust between team members.

    Related: Face-to-Face Meetings are Important for SO Many Reasons

    Helps in relationship building

    Keeping cameras on during virtual meetings helps build better relationships among team members, as scholars find. Visual cues, such as facial expressions and body language, play a significant role in how we understand and interpret others’ emotions and intentions. By seeing these cues during virtual meetings, employees can better understand each other and build stronger relationships.

    Better accountability and focus

    Another benefit of keeping cameras on during virtual meetings, studies show, is improved accountability and focus. When cameras are on, it sends a signal to everyone that the meeting is an important and serious matter, and that everyone is expected to be fully engaged and focused.

    Reduce distractions and multitasking

    Keeping cameras on during virtual meetings also helps reduce any distractions or multitasking, according to researchers. When cameras are on, it becomes less likely for team members to feel tempted to get away with distractions or multitasking, as their faces and bodies are visible on the screen.

    Improves engagement

    Improving engagement among team members represents another benefit that scientists found associated with keeping cameras on. It’s easier for team members to connect with one another and feel more invested in the meeting. This, in turn, can lead to improved outcomes for the company.

    Sign of respect

    Keeping cameras on during virtual meetings, researchers find, serves as a sign of respect. When cameras are on, it sends a signal to everyone that everyone fully respects the meeting and values everyone’s time. This sends a positive message to their colleagues and helps in building trust and camaraderie.

    Career progression

    A recent survey from Vyopta, a software company, found that 92% of executives at medium to large firms think workers who turn cameras off during meetings do not have a long-term future at the company. This indicates the importance of keeping video cameras on during virtual meetings. Leaders believe that by turning cameras on, employees demonstrate that they are serious about their work and take the meeting seriously.

    The cons of keeping cameras on during meetings

    While there are several benefits to keeping cameras on during video conferences, there are also several drawbacks to consider.

    Privacy concerns with keeping cameras on

    One of the main concerns with keeping cameras on during meetings is privacy. Research shows some employees may feel uncomfortable with having their personal space constantly on display and worry about being judged or monitored. This is especially true for employees who work from home, as their living space may be visible to colleagues on the video call.

    Worries about being judged on living space

    On a related note, the same research finds worries about being judged on their living space can also be a hindrance in virtual meetings. Employees may feel uncomfortable with the idea of having their homes monitored and may worry about being judged based on their personal lives.

    Technical difficulties with keeping cameras on

    Another issue with keeping cameras on during meetings is the technical difficulties that come with it, according to scholarship. Poor lighting, camera angles, and internet bandwidth can all lead to a less-than-optimal viewing experience for everyone on the call. This can be particularly challenging for employees who don’t have access to the latest technology or who don’t have the technical expertise to resolve these issues.

    Related: 5 Ways to Lead Effective Virtual Meetings With Your Remote Teams

    Increased pressure to look presentable at all times

    Studies show that keeping cameras on during meetings can also increase the pressure on employees to look presentable at all times. This can lead to a more formal and less relaxed atmosphere during calls, which can be draining for employees, especially women and new hires, recent scholarship finds.

    Fears and anxieties about being on camera

    For some employees, the thought of being on camera during a meeting can be anxiety-inducing, as research finds. This can lead to feelings of self-consciousness and decreased participation in the call, which can be damaging to the effectiveness of the meeting.

    Worries about micromanagement and monitoring

    Feeling like being monitored and micromanaged can also be a con of keeping cameras on during meetings, according to scientists. Employees may feel as if they are constantly being watched, which can lead to feelings of being micromanaged.

    So should we keep cameras on or off?

    When I show clients the research about the pros and cons, they often sit with it for a while, and then ask me what they should do. I tell them it’s hard to weigh the pros and cons without bias against each if you’re approaching this matter from a binary perspective.

    Instead, the key is to provide support for your employees to improve their ability to keep cameras on. That involved financial support to address lighting and wifi speed. It also involved mitigating concerns about creating negative impressions by a less formal attire and background through culture change.

    After that, employees need to be informed about all the research above. That information will help employees make more informed decisions about their camera usage.

    Next, provide training to your employees and develop a policy about when they should keep cameras on or off, rather than always having them on or off. The key consideration should be about the benefits of having cameras on for engagement and communication via nonverbal cues, versus the cons of drain and strain, especially for women and junior employees.

    With training and policy, a key consideration is to encourage employees that those who are about to speak should have their cameras on. That’s because when an employee speaks, their goal is to communicate to others; they will be much better able to do so if they turn their cameras on, by conveying nonverbal cues.

    Then, clarify that any meeting that involves significant decision-making should have all attendees turn on their cameras. After all, it’s important for all attendees at a decision-making session to be able to read the nonverbal cues of other participants: much of our decision-making stems from our emotions and comes through in our nonverbals.

    By corollary, most meetings should not have a default expectation of having cameras on, barring high-level executive meetings with significant decision-making going on all the time. There’s no need to cause drain and lower employee productivity and well-being if there’s not a sufficiently important reason to do so.

    Through addressing a number of employee concerns upfront, and having a balanced approach with training and policies, my clients find they can find a win-win outcome that best aligns employee wellbeing and meeting attendee engagement and communication.

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  • Forcing Your Employees Back to The Office Full-Time for Mentorship Isn’t The Answer — This Is. | Entrepreneur

    Forcing Your Employees Back to The Office Full-Time for Mentorship Isn’t The Answer — This Is. | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    Picture this: A large tech company decides to bring employees back to the office, believing that this will encourage mentoring and support organizational continuity. For example, consider what Salesforce CEO Marc Benioff said in Spring 2023 on a podcast: “For our new employees who are coming in, we know empirically that they do better if they’re in the office, meeting people, being onboarded, being trained. If they are at home and not going through that process, we don’t think they’re as successful.”

    That’s why Salesforce decided to change its policy from its previous fully flexible model. For example, the company’s Chief People Officer, Brent Hyder, wrote in a September 2022 company blog post that “at Salesforce, we’ve never had office mandates, and we never will.” However, in the Spring of 2023, Salesforce demanded that sales and marketing staff come to the office four days a week. We’re seeing many tech, finance and other leaders make similar claims and adopt similar policies.

    Certainly, these changes at Salesforce and other companies represent well-intentioned moves trying to develop the careers and performance of junior staff. Unfortunately, the evidence shows that they are misguided in the post-pandemic world. The result? Resentful senior staff, lackluster mentoring and a suboptimal work environment. Here’s why, and how to fix it.

    The broken osmosis strategy: When senior staff feel resentment

    Many leaders, driven by their memories of pre-pandemic times, believe that forcing employees to return to the office will naturally lead to mentoring and development. However, the pandemic has shown senior staff that they can be highly productive outside the office, and many of them now resist the idea of returning. When I ran focus groups while helping 23 companies figure out their return to office and hybrid work arrangements, I found that many senior staff forced to return to the office often come in, put on headphones, and avoid interacting with anyone, effectively nullifying the intended osmosis effect.

    For instance, consider a former client, a regional insurance company where senior staff, feeling resentful about the forced return, became less available for mentoring, leading to junior staff struggling to adapt to their new roles and responsibilities. The insurance company’s productivity and employee morale took a hit as a result, which they hired me to help them address.

    Related: Why Employers Forcing a Return to Office is Leading to More Worker Power and Unionization

    The mentoring mismatch: Rewarding soft skills over technical abilities

    The forced return to the office can lead to a disparity in mentoring. The focus groups revealed that the only junior staff receiving mentoring in this “forced return” scenario were those with strong initiative and social skills. Unfortunately, this approach leaves those who need mentoring the most — employees lacking social skills and initiative — in the cold. After all, the ones who need mentoring most are the ones without strong initiative and social skills, since mentoring helps develop these soft skills. Moreover, strong social skills often don’t correlate to the ability to do the technical job well. Thus, the ones who do get mentoring are often the ones with great soft skills, but weaker technical skills.

    In the case of a large professional services firm that asked me to consult for them, this exact situation unfolded. The employees who benefited from the forced return were those who could navigate social interactions adeptly, while the technically skilled but socially awkward employees were left behind.

    In another client, a late-stage SaaS startup, a similar situation occurred. The employees with outstanding interpersonal skills managed to secure the attention of senior staff, while their colleagues with strong technical skills but weaker social aptitude struggled to obtain the mentoring they needed. This imbalance can lead to a skills gap that hampers the overall performance of the organization.

    The path forward: Hybrid mentoring programs

    Instead of forcing everyone to return to the office and hoping for osmosis-driven mentoring, it’s imperative to create a hybrid mentoring program that encompasses in-person and virtual mentoring elements. Such a program has been successfully implemented for several of my clients, such as the companies mentioned earlier. The result was happier senior staff and more effective mentoring.

    Why are senior staff more willing to come to the office to do mentoring rather than through a mandate? Well, my focus groups with senior staff showed that they overwhelmingly realized the value of in-person mentoring: Not only did they get in-person mentoring themselves, but they also recognized that in-person connection is very important for building trust. It allows junior people to be vulnerable when they ask questions that reveal vulnerability.

    Such a policy does not require indiscriminate mandates of return to office for three to five days a week: instead, it requires people to be in the office for certain set tasks. Senior staff is much happier and more likely to support and have buy-in into coming to the office and doing mentoring gladly when they know they have a good reason to be in the office for a mentoring meeting. They are not going to be nearly as resentful as for what feels to them like an arbitrarily mandated office return informed by biased thinking reflective of pre-pandemic realities, which results in resistance, attrition, disengagement and morale problems among senior employees.

    By contrast, established employees feel that their individual and specific expertise and contributions are being valued when they are asked to come to the office specifically to do a mentoring meeting; moreover, they end up spending less time in the office if they do several mentoring meetings a week than if they have to be in the office for a full three to five days. Thus, company leaders get what they want, senior staff get what they want and junior employees get what they want. A win-win-win for all.

    Related: The Surprising Reason Behind Why Many Leaders Are Forcing Employees Back to The Office

    Key components of a successful hybrid mentoring program

    From my experience, a hybrid mentoring program requires several key activities:

    • Individual lunch sessions with senior professionals: One-on-one interactions with senior professionals are the most powerful form of mentoring, but given the scarcity of time for senior professionals, this should not be the only mentoring activity.
    • Virtual coffee roulette with senior professionals: A lower time burden for senior professionals, allowing for more accessible mentoring arrangements, even though less impactful than individual lunch sessions.
    • Group lunch sessions with senior professionals: A senior employee takes out a few junior employees for lunch, which facilitate knowledge sharing and relationship building in a time-efficient manner for senior professionals.
    • Group mentoring: A senior employee mentors a cohort of junior employees, fostering a collaborative learning environment and reducing time demands on senior staff.
    • In-person coworking sessions: One senior and several junior employees work together on their individual tasks in shared spaces in the office for a couple of hours. Junior team members can ask questions as they come up, while the senior staff person can check in on their work every half-hour or so. Doing so promotes teamwork and organic knowledge transfer while decreasing the burden on senior employees.
    • Virtual coworking sessions: Similar to in-person coworking, but conducted via videoconference for increased flexibility.

    Successful mentoring programs involve a number of important guiding principles:

    • Goal-oriented mentoring: Ensure mentoring programs have clear goals and incentives to maximize engagement and effectiveness. Align the program with the organization’s values and objectives, so that both senior and junior employees understand its purpose and importance.
    • Regular evaluations: Assess the progress and success of mentoring initiatives to ensure continuous improvement. Solicit feedback from both mentors and mentees and use the insights to refine and enhance the program.
    • Mentor training and support: Equip senior staff with the skills and resources they need to be effective mentors. Offer training sessions to help them develop their coaching and communication skills, and provide ongoing support to ensure their success in the mentoring role.
    • Customization and flexibility: Recognize that different employees have unique needs, and design a mentoring program that can be tailored to accommodate individual preferences and requirements. This approach will help maximize the program’s impact and effectiveness.
    • Accountability and follow-up: Establish clear expectations for both mentors and mentees and track their progress throughout the mentoring relationship. Encourage regular check-ins and follow-ups to ensure that both parties are meeting their commitments and making progress toward their goals.

    A bold new approach for a post-pandemic world

    The key takeaway? Forcing employees back to the office in hopes of fostering mentoring through osmosis is a relic of the past. In a world where remote and hybrid work are now the norm, it’s time to adapt and implement hybrid mentoring programs that cater to the needs of both senior and junior staff. Embrace this bold new approach, and watch your organization thrive in the face of change.

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  • How Hybrid Work Benefits Your Employees and the Planet | Entrepreneur

    How Hybrid Work Benefits Your Employees and the Planet | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    While the debate over returning full-time to the office rages, one thing is worth further consideration: The five-day commute may be harmful to your people and the planet.

    There’s certainly value to being in the office, particularly as you look to the future. Employees under 30 are the least likely to favor fully remote work, which has come with a cost. Gallup shows that Generation Zers and millennials are now as disengaged as their elders, in part due to the lack of social connection and encouragement the office provides.

    Yet overwhelming research says a full return spurs turnover, saps creativity, limits the talent pool and lays waste to productivity — all when you could have the best of both worlds.

    Related: Welcome to the Hybrid Work Era

    Lazy leadership

    Begin with the simple math of a five-day commute. Add the average time spent in a car or bus to the many minutes burned on interruptions and watercooler distractions, and your employees automatically start the week with a 10-hour deficit. This is just the beginning of the harm inflicted by command-and-control management, where you need to see people sitting in their seats to know they’re working, and where attendance counts more than output.

    To put it bluntly: It’s lazy leadership. Watching people “working” is a poor replacement for clear performance outcomes and accountability. If you insist on this arrangement, you’ll have to forgive employees for feeling like you’re operating a daycare.

    This outdated form of leadership is based on the assumption that the old way of working boosts culture and productivity. On the contrary, as the Harvard Business Review notes, the Great Resignation began well before the pandemic. And in a recent survey by Mercer, 94% of companies with remote workers said productivity was equal to, or greater than, pre-pandemic levels.

    Cisco took a deeper dive. In a survey of 28,000 people, 61% of the networking company’s remote employees reported improvement in the quality of their work. Nearly the same found self-improvement in job knowledge. Half saw leaps in working relationships and attitudes.

    It’s not hard to understand why. While a one-size-fits-all approach works well for machines, it’s disastrous for humans. Pillars of health including exercise, sleep and stress levels improved when the world went remote. In other words: Give employees the flexibility to navigate their own circumstances, and they’ll be happier, more motivated and less likely to leave.

    Related: How to Balance Employee Happiness and Business Expectations

    Getting the most from your employees

    Hybrid is the optimal model for workers, the organization and the Earth. The ideal office time, based on nearly two decades of research and practice, seems to be two to three days a week. Humans need that sense of connection and collaboration at the office. But they also require uninterrupted time to focus, to create and to think deeply. Grant them the flexibility to work in a way best suited to them, and better performance is the natural result.

    In this new age of inclusivity, hybrid work is more respectful of different types of workers, including mothers, single parents and persons with disabilities. By thinking outside the idea of the prototypical worker, company executives can create a more inclusive environment for everyone.

    Rather than issue a company-wide mandate, scheduling decisions should be made on a team-by-team basis. Accounting, for example, doesn’t have the same in-person needs as human resources. This allows teams to optimize their intentional time together while showing employees the trust to do the same with their focus time.

    We know that healthy workers make more productive workers. Especially in a knowledge economy, they need time to think. Take away the waste of pointless commutes and office interruptions five days per week, and build in the ability to work remotely on certain days. In doing so, you can reap the best of both worlds — focus and deep thinking balanced with collaboration and connection at the office.

    You’ll also be addressing what McKinsey calls the “purpose hierarchy gap.” Only 18% of employees feel a sense of purpose that gives their work meaning, compared with 85% of executives.

    Related: 5 Steps to Implement the Ideal Hybrid Work Model

    By stressing the environmental savings of pulling all those cars off the roads, you give purpose through a shared mission of doing less harm to the environment. All the better if it allows you to reduce your office footprint. Interestingly, buildings account for nearly 40% of greenhouse gas emissions. The largest source of emissions of carbon dioxide, the most common greenhouse gas, is the transportation sector, led by cars and pickups.

    Finally, there’s an extra bonus in all this: You’ll become a better manager. The hybrid system ups the game on communication. That’s because you can’t rely on chance encounters to interact. When you’re working at a distance, you have to be more intentional with one-on-ones. So, those who do this well will be on their way to mastering one of the most fundamental skills of great leadership.

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    Dr. Laura Hambley Lovett

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  • Are Hybrid Work Skeptics Finally Seeing The Light? | Entrepreneur

    Are Hybrid Work Skeptics Finally Seeing The Light? | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    New York City Mayor Eric Adams was once a staunch opponent of hybrid work, adamant that city employees should work in person. However, the growing reality of a tight labor market and the success of remote work have finally begun to change his mind. When even the most ardent skeptics are realizing the benefits of hybrid work, it’s clear the future is hybrid, as I tell the 5-10 leaders who contact me about this topic every week.

    Related: You Should Let Your Team Decide Their Approach to Hybrid Work. A Behavioral Economist Explains Why and How You Should Do It.

    The changing landscape: NYC’s journey to embrace hybrid work

    Just last year, Adams proclaimed, “You can’t run New York City from home,” insisting that city workers abandon their pajamas and report to work in person. But the world has changed, and the pandemic has shifted the balance of power in favor of employees.

    The recently settled contract with District Council 37, the largest city union, includes an agreement to create a special committee to define and implement rules for hybrid work. Additionally, the Police Benevolent Association’s new contract includes an experimental program allowing 400 officers to work flexible hours. This shift indicates that even the most die-hard opponents of remote work are beginning to recognize its advantages.

    The winds of change: How pandemics reshape the workforce

    Historically, pandemics have caused massive social and economic shifts, often resulting in improved working conditions and better pay for workers. The Black Death in the 1300s, for example, wiped out a significant portion of Europe’s population, leading to the end of feudalism and an increased demand for labor. Similarly, the 1918 Spanish flu outbreak in the U.S. coincided with a wave of labor unrest and strikes.

    In the wake of the Covid-19 pandemic, we are witnessing a similar transformation, with private-sector workers demanding better working conditions and hybrid work arrangements. The labor market is tightening, and even city governments are forced to adapt to compete for talent with the private sector.

    The new normal: Adapting to a hybrid work future

    The post-pandemic world is one where flexibility and adaptability are crucial for success. In New York City, the office vacancy rate in Manhattan has reached a record high of 16%, and workers are showing up in traditional offices 54% less than in the pre-pandemic era. This has led to a drop in economic activity in the city’s core and an increase in activity in neighborhoods outside of the business district.

    Mayor Adams, despite his personal preference for in-office work, has acknowledged the new reality: “My personal beliefs cannot get in the way of running the city of this level of complexity.” The city is now recognizing that it must provide more flexibility and adapt to the changing workforce landscape to attract and retain talent.

    New York City’s shift towards embracing hybrid work isn’t an isolated incident. Cities across the nation are starting to acknowledge the benefits of flexible work arrangements, both for employees and employers. By offering hybrid work options, local governments can attract top talent, increase job satisfaction and contribute to a healthier work-life balance for their employees.

    Related: Employers: Hybrid Work is Not The Problem — Your Guidelines Are. Here’s Why and How to Fix Them.

    How city governments and businesses alike can adapt to the hybrid work era

    The rise of hybrid work has significant implications for businesses, both large and small, as well as city governments. Failing to adapt to this new way of working risks losing out on valuable talent and falling behind their competitors. To thrive in the hybrid work era, businesses and governments must:

    • Develop clear remote work policies: Establish guidelines and expectations for remote and in-person work, including communication protocols, performance metrics and employee support systems.
    • Invest in technology: Provide employees with the necessary tools and resources to work effectively from home, such as reliable internet connections, video conferencing software and project management platforms.
    • Focus on employee wellbeing: Encourage a healthy work-life balance by offering flexible work hours, promoting mental health resources and fostering a supportive work environment.
    • Reevaluate office spaces: As employees spend less time in traditional offices, companies should consider downsizing their office spaces or adopting a “hoteling” system, where employees reserve shared workspaces as needed.
    • Nurture company culture: Remote work can lead to feelings of isolation and disconnection. To maintain a strong company culture, encourage regular team-building activities, both in-person and virtually, and prioritize open communication channels.

    By embracing hybrid work and adapting to the changing workforce landscape, instead of falling into mental blindspots, business and government leaders alike can not only survive but thrive in the new normal.

    The broader implications: Hybrid work and its effects on society

    The shift towards hybrid work has far-reaching consequences beyond the workplace. As more people work remotely, cities and suburban areas must adapt to accommodate the changing needs of their residents. This may include:

    • Improved public transportation: As commuting patterns change, public transportation systems need to be more flexible and efficient, with increased service during off-peak hours and better connectivity to suburban areas.
    • Enhanced broadband infrastructure: Reliable internet access is critical for remote work. Cities and towns should prioritize expanding and upgrading broadband infrastructure to ensure that all residents have access to high-speed internet.
    • Revitalized local economies: With more people working from home, there is an opportunity to boost local economies as employees shop, dine, and spend their money closer to home. This could help breathe new life into struggling suburban areas and small towns.
    • Increased focus on sustainability: The rise of hybrid work could lead to a decrease in carbon emissions, as fewer people commute daily to work. This presents an opportunity for cities to invest in more sustainable initiatives and promote environmentally friendly practices.
    • Greater emphasis on work-life balance: As the lines between work and home life blur, society may place a higher value on work-life balance and mental wellbeing. This could lead to more policies and initiatives that prioritize employee wellbeing and encourage a healthier lifestyle.

    The road ahead: Embracing the hybrid work future

    The turn towards hybrid work is more than a passing trend. It is a fundamental transformation of the way we work, live, and interact with one another. As strong opponents of hybrid work, like Mayor Eric Adams, come to understand and embrace its benefits, it’s clear that the future is hybrid.

    As we move forward, it’s essential for businesses, governments and individuals to adapt and evolve with the changing landscape. By embracing the hybrid work model, we can create a more flexible, efficient, and inclusive workforce that benefits not only employees but also the economy and society as a whole.

    In the end, the hybrid work revolution will lead to a better quality of life, improved mental health, increased productivity and a more sustainable world. By recognizing the potential of this new era and actively working to make it a reality, we can ensure that the future of work is brighter and more equitable for everyone.

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  • Why Jamie Dimon’s Resistance to Flexible Work Spells Trouble for JPMorgan | Entrepreneur

    Why Jamie Dimon’s Resistance to Flexible Work Spells Trouble for JPMorgan | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    In an era where hybrid work is becoming the norm, JPMorgan Chase CEO Jamie Dimon seems to be swimming against the tide. With the recent news of the bank’s request for managing directors to return to the office full-time, it’s clear that Dimon’s crusade to bring employees back in person is not only a sign of weakness but also exposes an inability to adapt to the evolving world of work.

    The illusion of strength: Threats as a weakness

    JPMorgan Chase’s decision to ask managing directors to be in the office five days a week defies the current trend toward hybrid work. Rather than making a compelling case for in-person work, Dimon and other bank leaders are relying on gut intuitions and heavy-handed tactics to compel employees to return.

    But this forceful approach is not a show of strength; it’s a sign of weakness. Leaders who adapt and understand the benefits of hybrid and remote work for their employees are demonstrating a strong sense of empathy, trust and innovation. Instead of embracing the future, Dimon is clinging to an outdated notion of work that is rapidly losing relevance.

    Related: The Surprising Reason Behind Why Many Leaders Are Forcing Employees Back to The Office

    Bankers aren’t lemmings: The need for a compelling case

    Forcing employees back to the office without a compelling reason is like trying to herd cats — or in this case, bankers. The notion promoted by Dimon that being visible on the floor and accessible for impromptu meetings five days a week is critical for success is an oversimplification — and there’s certainly no need to do so for five days a week. Employees can sense the fraudulent nature of what Dimon is selling, and they don’t like it. They need a much more persuasive — and realistic — argument to abandon the flexibility and work-life balance they have experienced during remote work.

    It’s true that younger or less experienced employees may miss out on valuable mentorship opportunities or the chance to learn by osmosis in a remote environment. However, this issue can be addressed by designing hybrid work policies that prioritize these aspects without enforcing full-time office attendance.

    The consequences of ignoring the future

    Dimon’s insistence on bringing employees back to the office overlooks the numerous advantages of hybrid and remote work. By refusing to adapt to the changing landscape, JPMorgan Chase risks losing talented employees who value flexibility and work-life balance. Moreover, companies that embrace hybrid work models have been proven to benefit from increased productivity, reduced costs, and improved employee satisfaction.

    The new JPMorgan headquarters at 270 Park Avenue may boast yoga rooms and a state-of-the-art food hall, but these amenities alone are not enough to convince employees that returning to the office is in their best interest. The reluctance of managing directors to return to the office highlights the need for a more persuasive argument—one that Dimon has yet to provide.

    In a world where remote work is becoming increasingly popular and feasible, leaders like Jamie Dimon must adapt or risk being left behind. The future of work is evolving, and companies that embrace change will ultimately thrive. Instead of strong-arming employees into returning to the office, leaders should recognize the benefits of hybrid and remote work and develop strategies that harness these advantages.

    By doing so, they will not only retain talented employees but also foster a culture of trust, empathy, and innovation. It’s time for Dimon and others to realize that the world of work is changing—and strong-arming bankers is not the answer. That’s what I tell the 5-10 leaders who contact me every week to ask about how to manage the return to office and hybrid work: mandates are not the answer, you need to provide a convincing and realistic response to why your employees need to suffer through the commute.

    Related: The Future of Hybrid Work? A New Poll Confirms What We Knew All Along.

    A shift in mindset: From command to collaboration

    The antiquated command-and-control approach to leadership, as exhibited by Dimon, is no longer effective in the modern workplace. To achieve the best results, leaders should adopt a more collaborative approach that takes into account the needs, preferences, and opinions of their employees. This will enable them to create a work environment that is more inclusive, engaging, and ultimately more productive.

    In the case of JPMorgan Chase, this may involve reevaluating its stance on full-time office attendance and implementing policies that allow for greater flexibility. By doing so, they will not only foster a sense of trust and mutual respect but also empower their employees to work in ways that are most conducive to their success.

    In today’s rapidly evolving business landscape, adaptability is crucial for success. Companies that fail to recognize and embrace changes in the way people work risk becoming obsolete. By clinging to outdated notions of work, Dimon is unwittingly jeopardizing the future success of JPMorgan Chase.

    Instead of resisting change, Dimon and other leaders should embrace the opportunity to innovate and evolve. By staying ahead of the curve and adapting to new ways of working, companies like JPMorgan Chase can ensure their continued success and relevance in an ever-changing business world.

    Cognitive biases in the resistance to hybrid work: Status quo bias and loss aversion

    In resisting the shift to hybrid and remote work, leaders like Jamie Dimon may be unwittingly influenced by cognitive biases. Two biases, in particular, may be at play: status quo bias and loss aversion. By understanding these biases and how they impact decision-making, leaders can make more informed choices about the future of work at their organizations.

    Status quo bias is the tendency to favor existing conditions and resist change, even when change may offer improvements or advantages. In the case of JPMorgan Chase, Dimon’s insistence on returning to full-time office attendance may be driven by a deep-rooted desire to maintain the familiar work environment of the past.

    This bias can blind leaders to the potential benefits of hybrid and remote work, such as increased productivity, cost savings, and improved employee satisfaction. To overcome status quo bias, leaders should actively seek out information and evidence that challenges their preconceived notions and be willing to entertain new ideas and ways of working.

    Loss aversion is the cognitive bias that causes people to place greater value on avoiding losses than on acquiring gains. In the context of remote work, Dimon may fear losing control over employees or the erosion of the company culture if employees work remotely or in hybrid arrangements.

    This fear of loss can lead leaders to make irrational decisions, such as enforcing full-time office attendance without a compelling reason. To counteract loss aversion, leaders should objectively weigh the potential benefits and drawbacks of hybrid and remote work and consider implementing policies that prioritize the positive aspects of both in-person and remote work.

    Recognizing the role of cognitive biases in decision-making is crucial for effective leadership. By being aware of the influence of status quo bias and loss aversion, leaders like Jamie Dimon can make more informed choices about the future of work at their organizations.

    Instead of clinging to outdated notions of work and resisting change, leaders should embrace the opportunity to evolve and adapt to the new world of work. By doing so, they can not only foster a more inclusive and flexible work environment but also ensure their organizations remain successful and relevant in an ever-changing business landscape.

    A lesson in leadership: Embracing the new world of work

    The struggle to bring bankers back to the office at JPMorgan Chase serves as a valuable lesson for leaders everywhere. Rather than resorting to threats and strong-arm tactics, it’s essential to make a compelling case for change and provide employees with the support they need to adapt.

    Leaders who demonstrate empathy, trust, and adaptability will not only secure the loyalty of their employees but also foster a culture that is conducive to innovation and long-term success. It’s time for Jamie Dimon and other leaders to recognize that the world of work has changed — and that embracing this new reality is the key to their continued success.

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    Gleb Tsipursky

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  • Why Employers and Employees Aren’t Agreeing on Expectations | Entrepreneur

    Why Employers and Employees Aren’t Agreeing on Expectations | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    In just seven years, we will face a global worker shortage of 85 million people, according to the 2023 Workforce Trends ManPower Group report. That means there will be major shifts in the power balance between employees and employers. Traditional employers with a command and control leadership style will have less power as power shifts more to employees.

    With increased power over employees, expectations are shifting. Consider these statistics:

    • 31% of current workers would take another role in the next month if it offered a better blend of work and lifestyle.
    • 68% of Gen Z workers are not satisfied with their organization’s progress in creating a diverse and inclusive work environment and 56% would not accept a role without diverse leadership.
    • More workers think that the ability to collaborate (83%), solve problems (82%) and be trustworthy (82%) are more important to do their job well than simply being a high producer (76%).
    • 57% of employees are already pursuing training outside of work, because company training programs don’t teach them relevant skills.
    • 75% of investors say companies should address ESG (environmental, social and governance) issues, even if doing so reduces short-term profitability (diversity, equity and inclusion fit in the “S”).

    To address these growing macro trends, organizations need to:

    • Model and reinforce workplace flexibility — especially senior leadership).
    • Objectively measure employee performance (a.k.a. behaviors + results).
    • Proactively address ESG social issues before it is mandated.

    Related: How to Balance Employee Happiness and Business Expectations

    1. Model and reinforce workplace flexibility — especially senior leadership

    Considering nearly one-third of workers would leave their roles immediately for better work-life integration, this signals a growing expectation for authentic flexibility. No longer a nice to have, it is a must-have for workers. More traditional cultures have been slow to change, expecting employees to return post-pandemic to the status quo. Rather than retreat to past notions of workplace expectations, this is an opportunity to shift to meet shifting employee expectations. People are looking to leaders to not just say flexibility is important but to model it through their own actions. As leaders work remotely and take time off, employees feel safer doing so as well.

    Here are some unconventional ways leadership can promote flexibility (Note: For front-line workers, virtual work may not be a possibility and flexibility can be more constrained):

    • Host a workplace offsite at a remote location where employees can bring their families, mixing work and life in a relaxed environment.
    • Set expectations for in-person days in the office environment. Consider maybe one or two designated days per week that your employees are expected to be physically present, and working from home the remainder of the days.
    • Be clear about holiday observances cross-culturally. Be cognizant of holiday celebrations and out-of-office obligations.
    • Talk to team members about their travel interests or family visits, encouraging them to work from other locations if they can and want to during less busy times.

    2. Objectively measure employee performance (behaviors + results)

    Subjective criteria invite bias into the performance management process. More often, inclusive behavior is just as important as the ability to get results. If your employees are getting results with exclusionary behavior, they need to be held accountable for these behaviors as well — trust, collaboration and problem-solving skills. Increasingly, toxic workplace behavior is a key reason for employees self-selecting out organizations. If you tolerate toxic behavior because the person is getting results, it’s the same as saying toxic workplace behavior is acceptable.

    Consider adding competencies to the performance management process to ensure people are not only getting the results but they’re being held accountable for their behavior. Competencies like communication, leadership, empathy and vulnerability are highly correlated with healthy workplace cultures. What gets measured and gets done. When people are held accountable for their behavior, the culture shifts.

    Related: Employees Only Meet Expectations When They Know What’s Expected

    3. Proactively address ESG social issues — before it’s mandated

    Europe’s expected mandate of ESG reporting will affect any organization that does business in Europe. Rather than having to react once enacted, it’s important to proactively prepare. Because diversity, equity and inclusion (DEI) are a part of the social component of ESG, organizations will be expected to report on DEI activities and representation numbers. Investors, customers and employees alike are asking how organizations are contributing to positive social change. As the power continues to shift to employees, expect this question to be asked more often, realizing future consumers and employees are voting with their dollars and employment decisions. People want to work with organizations that are creating social good.

    Case study

    A Fortune 25 client of ours in the financial services industry realized this shift in employee power. Instead of maintaining the status quo, they decided to develop a program that responded to changing employee needs. They built a nine-month Men as Allies program with a curriculum to support learning on flexibility, inclusive leadership skills and how to effectively mentor and sponsor people different from themselves. The result was a boost in year-over-year membership growth of 30% for women and 40% for men as allies. Promotion rates and retention for women in the program increased as well.

    With a growing disconnect in workplace expectations, it’s important that organizations realize that the workplace needs to change, not the employees. By modeling flexibility, measuring employee performance and anticipating ESG expectations, we can meet employees where they are and create more inclusive workplaces where all people feel seen, heard and feel like they belong.

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    Julie Kratz

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  • The Surprising Reason Why Many Leaders Are Forcing Employees Back to The Office | Entrepreneur

    The Surprising Reason Why Many Leaders Are Forcing Employees Back to The Office | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    A recent poll of more than 150 U.S. CEOs reveals a startling reason why many companies are enforcing a return to office. The study indicates that many organizations are struggling to foster strong communication, collaboration and team bonding in these environments. As a result, some companies are pivoting back to traditional in-person work models to address these issues and enhance overall workforce engagement. However, is this retreat to familiar territory the best course of action?

    The siren call of the traditional office model

    The poll found that in a 2022 survey, a mere 31% of U.S. businesses functioned on-site. That included those unable to operate remotely due to the nature of their work (such as factories and retail).

    However, this figure experienced a significant increase of nearly 50% in 2023, reaching 46%. As a result, the percentage of hybrid companies dropped from 61% in 2022 to 48% in 2023, while the proportion of entirely remote companies declined from 7% to 5% during the same time frame.

    It’s no secret that humans are creatures of habit. When faced with challenges in unfamiliar territory, it’s all too tempting to return to what we know. That’s precisely what’s happening with companies grappling with remote and hybrid work models. They find themselves in uncharted waters and, rather than learning to adapt, they’re tempted to go back to the cozy confines of the office-centric model.

    Yet, retreating to familiar ground means sacrificing many of the benefits that remote and hybrid work arrangements offer. Let’s take a closer look at what companies stand to lose if they give in to this siren call.

    Related: Why Employers Forcing a Return to Office is Leading to More Worker Power and Unionization

    Giving up the hybrid work goldmine

    The findings are rather unexpected, considering that in 2022, when CEOs were asked if they were content with their chosen work model, 60% of those utilizing remote or hybrid models responded with a “yes.” A barely noticeable 0.5% expressed intentions to revert to in-person work once the pandemic subsided.

    Intriguingly, the 2023 survey revealed that a mere 5% of companies operating with remote or hybrid arrangements reported decreased performance due to the shift. So, this begs the question: what happened?

    The survey describes how an engineering industry CEO stated that offering flexibility indeed makes it much easier to attract and retain talent. However, he said it also demands more effort from leadership across the organization, including a heightened need for intentional communication, collaborative work distribution and relationship cultivation. CEOs have reported difficulties in achieving the same degree of engagement and participation from remote employees as they did from their in-office counterparts.

    Remote and hybrid work arrangements have proven to deliver increased employee productivity, reduced attrition and access to a global talent market. By going back to the traditional in-person work model, companies are willingly turning their backs on these advantages. It’s akin to discovering a goldmine and then deciding to return to panning for gold in a river. Sure, it’s familiar, but it’s also shortsighted and far less lucrative.

    So, what’s the solution? How can companies avoid the pitfalls of remote and hybrid work without sacrificing the benefits?

    I talk to dozens of leaders each month about these issues, and what I inevitably find is that they try to shoehorn their traditional office-centric models of collaboration into hybrid and remote work. Naturally, they find that the result is weakened culture, collaboration, team bonding, communication and so on. The solution is not to go back to the traditional office-centric model.

    The solution is to adopt methods of building culture, collaboration, team bonding, communication, etc. that are a good fit for a hybrid environment. Then, you get the best of both worlds.

    And yes, it does take more effort at first, as the engineering industry CEO quoted in the study stated. Just like it takes some effort to adopt any new system and learn new ways of collaborating. But you get a permanent boost to your ability to attract and retain talent, gain access to talent around the globe, boost your productivity, and improve the morale and wellbeing of your employees permanently — all in exchange for a temporary effort while you’re updating your systems for the new world.

    Related: You Can’t Return to The Office Without Defeating These Four Major Battles

    The cognitive bias trap: How our brains sabotage hybrid work success

    Unfortunately, a major challenge to getting the best of both worlds is the role of cognitive biases in shaping our decisions and perceptions. Cognitive biases are systematic errors in our thinking that influence our judgment, often leading us to make irrational choices. In the context of hybrid work, two specific cognitive biases stand out as particularly detrimental: status quo bias and functional fixedness.

    The status quo bias refers to our tendency to prefer the current state of affairs over change, even when the alternative may be more beneficial. This bias plays a significant role in the reluctance of organizations to fully embrace remote and hybrid work models. Many leaders, influenced by the status quo bias, perceive a return to traditional in-person work as the safest and most familiar course of action. In doing so, they fail to recognize the potential benefits and opportunities of hybrid work arrangements.

    Functional fixedness is another cognitive bias that hinders our ability to adapt to hybrid work environments. This bias refers to the tendency to see objects or situations only in terms of their traditional use or function. In the context of hybrid work, functional fixedness leads organizations to apply conventional office-centric models to remote and hybrid environments, which ultimately results in weakened culture, collaboration, team bonding and communication.

    To achieve success in the hybrid work environment, leaders must take a step back and recognize the impact of cognitive biases on their decision-making. By doing so, they can make more informed choices that drive innovation and growth, allowing their organizations to thrive in this ever-evolving landscape.

    Related: When Office Return Turns Sour: Apple and Twitter’s Struggles Reveal Fractures in Corporate Culture

    Embracing the hybrid work model: A new frontier

    The key to success in the hybrid work environment lies in adaptation. Leaders must learn to build a culture, foster collaboration, improve team bonding and enhance communication in ways that are tailored for remote and hybrid work. It’s not about forcing a square peg into a round hole by applying traditional office-centric models to these new environments. Instead, companies must forge new paths that allow them to enjoy the best of both worlds.

    1. Create a remote-friendly culture

    To thrive in a hybrid environment, organizations must intentionally build a remote-friendly culture. This means recognizing and celebrating the unique strengths of remote and hybrid work, such as increased flexibility, autonomy, and work-life balance. It’s about moving away from the “out of sight, out of mind” mentality and embracing the idea that remote employees are just as valuable and connected as their in-office counterparts.

    2. Rethink communication strategies

    Effective communication is the lifeblood of any organization, and it’s no different in a hybrid work environment. Companies must adopt communication strategies that foster inclusivity and prevent remote employees from feeling isolated. This may include implementing regular video conferences, creating dedicated channels for team bonding activities, and encouraging frequent check-ins between team members.

    3. Leverage technology for collaboration

    The right tools can make all the difference in fostering collaboration and teamwork in a hybrid environment. Organizations should invest in cutting-edge collaboration software, such as project management tools, video conferencing platforms, and file-sharing systems. These tools can bridge the gap between remote and in-office employees, ensuring that everyone remains connected and engaged, regardless of their physical location.

    4. Prioritize team bonding and connection

    To maintain a strong sense of camaraderie and belonging, organizations must prioritize team bonding activities, both in-person and virtual. Consider organizing regular team-building events, such as virtual happy hours, online games or even off-site retreats. By creating opportunities for employees to connect on a personal level, companies can build a sense of unity that transcends the boundaries of the hybrid work model.

    5. Invest in training and development

    One critical aspect of adapting to the hybrid work environment is ensuring that both leaders and employees have the skills and knowledge necessary to thrive. Companies should invest in training programs that focus on remote work best practices, effective communication, and collaboration in a hybrid environment. By equipping their workforce with the right tools, organizations can set the stage for success in this new frontier.

    Related: Hybrid Employees Are More Productive at Home — But This is When You Should Ask Them to Come Into The Office

    The future of work: Embrace the change, reap the rewards

    It’s clear that the solution to the challenges presented by remote and hybrid work is not to return to traditional in-person work models. Instead, companies must learn to adapt and embrace the unique opportunities that these new environments offer. By doing so, they can enjoy increased productivity, reduced attrition and access to a global talent market.

    The future of work is here, and it’s time for organizations to stop running from it. The wise will adapt, evolving their strategies to create a new normal that leverages the strengths of remote and hybrid work models. By doing so, they’ll position themselves for success in an ever-changing business landscape, reaping the rewards that come with embracing the best of both worlds.

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    Gleb Tsipursky

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  • Debunking the 5 Myths of Hybrid Work | Entrepreneur

    Debunking the 5 Myths of Hybrid Work | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    Employers, beware: There’s a slew of misinformation about remote and hybrid work floating around. If you don’t separate fact from fiction, your company’s future might look as bleak as a polar bear stranded on a melting iceberg.

    Don’t be that polar bear. As an expert in hybrid and remote work with over 22 years of experience, I’ve guided 23 companies in just the last three years through adopting a successful return to office and hybrid work arrangements. Using best practices gained from this experience, you can make well-informed decisions that will benefit both your employees and your organization on hybrid and remote work.

    Myth #1: Hybrid work inevitably leads to lower productivity

    Picture yourself in your favorite pair of pajamas, lying on the couch with your laptop. You might think that this is the epitome of hybrid and remote work productivity, but you’d be sorely mistaken. Remote work doesn’t necessarily lead to lower productivity levels.

    On the contrary, studies show that hybrid and remote workers generally have higher productivity rates than their in-office counterparts. It’s not about the location; it’s about setting clear expectations, providing the right tools, and fostering a culture of trust and accountability.

    Related: A Pervasive Myth Employers Believe That Is Hurting Their Remote Workforce

    Myth #2: Hybrid work is just an excuse for slacking off

    This myth is as absurd as suggesting that mixing oil and vinegar creates a new element. Hybrid work is not an excuse for employees to slack off. Instead, it’s a flexible arrangement that allows employees to optimize their work-life balance and maximize their productivity.

    When implemented properly, hybrid work gives employees the best of both worlds: The social interactions of the office and the focus of remote work. The key is to create a structured hybrid work policy and ensure that employees understand their responsibilities, regardless of their location.

    Myth #3: Collaboration and innovation suffer in hybrid work models

    Think of remote and hybrid work as a game of musical chairs. When the music stops, and everyone settles into their virtual seats, collaboration and innovation can still flourish.

    It may require adopting new techniques to ensure that remote employees can innovate effectively, but technology has made it possible to bridge the gap. Video conferencing, project management tools, and instant messaging apps can help maintain the flow of communication and collaboration. It’s essential to establish an environment where every voice is heard and diverse perspectives are valued.

    Myth #4: Hybrid work leads to disconnected and disengaged employees

    Disconnecting remote and hybrid workers from their colleagues is like trying to separate conjoined twins with a butter knife – it’s neither easy nor advisable. With the right strategies in place, employees can remain connected and engaged, regardless of their work location.

    Encourage regular check-ins, create virtual water cooler moments, and promote a strong company culture. Remember that empathy, understanding, and open communication are the lifeblood of a connected workforce.

    Myth #5: The traditional office model is best

    If you believe that sticking to the traditional office model is the safest bet, you’re like a captain refusing to abandon a sinking ship. Times have changed, and so have employee expectations.

    Offering remote and hybrid work options can help attract top talent, improve employee satisfaction, and increase retention rates. Companies that fail to adapt to the new normal risk being left behind like relics from a bygone era.

    Tackling misinformation head-on: The key to success

    Like a skilled magician debunking a seemingly impossible illusion, it’s time for employers to confront these myths and reveal the truth about remote and hybrid work. By acknowledging and addressing the misinformation, you can create a work environment that fosters productivity, innovation, and employee satisfaction — while securing your company’s competitive edge in the ever-evolving business landscape.

    It’s time to let go of outdated assumptions and embrace the future of work. Remote and hybrid work models are here to stay, and companies that adapt, innovate, and create a culture of trust and flexibility will thrive in the long run. So, how can you make this happen? Here are a few steps to get you started:

    Step 1: Develop a clear hybrid work policy

    A well-crafted hybrid work policy sets the foundation for success. Be explicit about expectations, including work hours, communication protocols, and performance metrics. Establish guidelines on when employees should work in the office, and make sure to be inclusive and fair in your approach.

    Related: Employers: Hybrid Work is Not The Problem — Your Guidelines Are. Here’s Why and How to Fix Them.

    Step 2: Provide the right tools and support

    Equip your employees with the necessary tools and resources to succeed in a remote or hybrid environment. Invest in reliable technology, provide access to collaboration platforms, and ensure that employees have a comfortable and functional workspace.

    Step 3: Foster a culture of trust and accountability

    Trust and accountability are the glue that holds remote and hybrid teams together. Encourage open communication, provide regular feedback, and empower employees to take ownership of their work. Trust that your team members will deliver, and hold them accountable for their performance.

    Step 4: Prioritize employee wellbeing and connection

    The wellbeing of your employees is paramount in a remote or hybrid setting. Provide mental health resources, encourage work-life balance, and create opportunities for employees to connect and bond with one another. Virtual team-building activities, casual online gatherings, and regular check-ins can all help maintain a strong sense of camaraderie and support.

    Step 5: Continuously review and refine your strategy

    As the world of work continues to evolve, it’s crucial to remain agile and open to change. Regularly review your remote and hybrid work policies and strategies, gather employee feedback, and make data-driven decisions to ensure your approach stays relevant and effective.

    Conclusion

    The path to debunking remote and hybrid work myths may not be as smooth as a freshly Zamboni-ed ice rink, but with determination, foresight, and a willingness to embrace change, you can steer your organization toward a future of success and growth. Don’t let the myths hold you back – embrace the new era of work and watch your company soar to new heights.

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    Gleb Tsipursky

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  • Unveiling the Business Game-Changer: Communication Ecosystems | Entrepreneur

    Unveiling the Business Game-Changer: Communication Ecosystems | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    Businesses invest millions to ensure they have a well-established team management plan. Behind each cutting-edge and successful communication software is a well-structured cooperation model between the team members. That is why we are now facing the daily birth of millions of communication software solutions.

    Although having a wide variety of options on the market is amazing, it can also be overwhelming, mainly if you use multiple tools for each type of communication.

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    Srbuhi Avetisyan

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  • 5 Lessons from the CEO of a Fully Distributed Company | Entrepreneur

    5 Lessons from the CEO of a Fully Distributed Company | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    More companies are embracing the fully distributed workplace model to exploit the operational, performance and cost benefits.

    While remote work was a growing trend before 2019, the pandemic accelerated the adoption of hybrid and fully distributed workplace models, and the trend looks set to grow.

    The most recent Upwork Future Workforce Survey found that nearly 28% of US workers will be fully remote by 2026, up from 22.9% in 2020, while Zippia research reveals that 16% of organizations are already fully remote.

    While working in this way offers numerous benefits, the work-from-home (WFH) model also poses various challenges. As the CEO of a company that was an early adopter of a fully distributed workplace model, these are five lessons learned from the experience.

    1. Tackle challenges with a positive attitude

    No matter what industry, company or working environment you operate in, you will experience challenges at some point. Concerning a fully distributed company, the idea of a WFH setup may seem idyllic, but it comes with a unique set of challenges for business leaders and employees.

    However, no matter how big or small the challenge, you can turn almost everything into an opportunity to learn, refine and grow, even fail. What matters at that moment is your attitude.

    By embracing challenges, I have come to enjoy the process associated with finding solutions and adapting to circumstances. This willingness to embrace a challenge — even welcome it — and tackle it with a positive mindset is a hallmark of business leaders who follow an entrepreneurial path.

    When you allow challenges to drive you to develop and improve, you continually learn, making you more resilient and adaptable as a business leader and an organization.

    Related: Leaving a Positive Leadership Legacy Is Really About Living Your Values Now

    2. Learn to delegate

    Operating a fully distributed company can give you access to a diverse workforce that boasts multifaceted skill sets and different work preferences and personalities.

    While everyone has specific roles and responsibilities in a company, a fully distributed workforce can give business leaders and managers access to a broader talent pool, which creates opportunities to find employees who enjoy or are perhaps more proficient at specific tasks.

    Delegating relevant tasks to these employees allows business leaders to focus on mission-critical or strategically important duties that drive the business forward or those they cannot delegate — like compiling company results and reporting to shareholders. And finding people who can perform a task more quickly and accurately boosts organizational performance.

    Creating more flexible workflows can also give employees more personal control over what tasks they perform daily, which can positively impact their job satisfaction and happiness.

    Related: 7 Rules for Entrepreneurs to Delegate Effectively

    3. Company mission must inspire

    For any fully distributed company to achieve its strategic objectives, business leaders must ensure every employee buys into the business strategy and understands the company’s mission because people need to understand the plan if they are going to execute it properly.

    Without this understanding, you cannot get everyone moving in the same direction, which is when even the smartest strategy will fail to deliver results.

    When staff clearly understand the business strategy, they can act autonomously and make decisions that they know align with the company’s objectives and execute them according to the organization’s North Star metric.

    In this regard, it is important that the strategy is easy to articulate and understand.

    What’s even more critical — the strategy should inspire. Only inspiration will align everyone to work towards this common goal.

    4. Fail fast, learn fast

    In today’s fast-paced business environment, more business leaders are embracing a ‘fail fast’ mentality.

    This approach is vitally important when building a fully distributed company because you will make mistakes. While this is an important part of the process — because you need to make mistakes to learn – the key is to learn fast and move forward. Ruminating on a problem keeps you stuck in one place, which can prove detrimental to the business.

    An area where this business strategy worked well when building our distributed workforce entailed making mistakes in who we hired. Ultimately, going through hardships with people gives you insights into who they are and highlights whether they have the right skills and traits to do the job you hired them for. Through this process, we learned what we needed to look for in employees and executives to align with our company culture and processes. It helped us better define roles within the organization.

    As a result, we quickly started finding the right people for the job. We built teams with the proper dynamics to perform optimally and achieve the company’s mission and strategic objectives.

    Related: 6 Ways to Encourage Successful Teamwork in Your Business

    5. Connect with people to make them feel valued

    While the fully distributed workplace model creates numerous operational efficiencies, business leaders must create opportunities for remote workers to connect and engage.

    Combating social isolation is becoming a major challenge in managing remote workers’ well-being and, by extension, their output and performance. Without opportunities to work near co-workers and team members, business leaders need to create a sense of belonging and make people feel part of something bigger than themselves.

    This requires a multi-faceted strategy, where the company’s mission creates a sense of purpose among employees, coupled with the innovative use of technology to foster collaboration and cohesion within teams and company initiatives like annual conferences that offer everyone an opportunity to meet and interact in person and offline activities that allow co-workers to engage in shared interests, hobbies or passions.

    Furthermore, remote workers must be empowered to cultivate a healthy work-life balance by pursuing personal interests and meeting new people where they live. Workers need to leverage the benefits of remote working by using the freedom and flexibility it creates to build more meaningful social connections outside the virtual workplace to support their overall wellness and happiness.

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    Max Azarov

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  • 5 Steps to Implement the Ideal Hybrid Work Model | Entrepreneur

    5 Steps to Implement the Ideal Hybrid Work Model | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    Hybrid work — a mix of in-office and out-of-office work — is not a new development. In the ’90s, we had cell phones; then, in the 2000s, we had Blackberries to easily facilitate frantic out-of-office emailing.

    But post-pandemic, “hybrid work” has taken on a new significance, with most employees expecting some possibility of working remotely, where that is feasible.

    Here, I want to take some time to unpack the different ways that an organization might introduce a hybrid work model and highlight some ways in which companies might make better strategic hybrid work decisions.

    Related: Making Hybrid Models Work Is No Longer a Luxury – It’s a Necessity

    Why go hybrid?

    Over the years, the productivity and efficiency benefits of remote work have become clear. All the way back in 2013, a controlled study led by Stanford Economist, Nicholas Bloom, demonstrated a productivity increase of 13% due to remote work; in 2021, an Owl Labs State of Hybrid Work study reported a 25% reduction in employee turnover due to remote work; finally, a new study demonstrates that an average 45 minutes of the daily time savings from working from home are invested right back into the business.

    That said, 100% remote isn’t feasible for all businesses and business functions: A 2021 Jabra study showed a clear preference for the traditional office when it comes to collaborative work, presentations and onboarding. To that, I would add that face-to-face client interaction, and specialized tools/infrastructure can be important reasons to have employees in the office at times.

    Given the benefits of both remote and in-office work, it is clear that some form of hybrid work is the way forward for many organizations. So, what’s the best way of arranging this? Below I will go through some popular hybrid work models and highlight where these have been useful to particular organizations.

    It’s worth observing that hybrid working arrangements usually relate to where the work occurs. But it is also common to combine hybrid work arrangements with flexibility about when and how work occurs. For example, hybrid work can be combined with “flex time” (employees being able to decide when they start and finish work, within reason) and “async work” (being able to work without constantly checking in with other team members and managers).

    1. Remote-first

    In a remote-first business, remote work is the default. Most employees will work remotely, most of the time. But remote-first doesn’t mean “remote only.” Many businesses that default to remote work may still allow in-office work. For one thing, many employees actively prefer to go into the office some of the time.

    Spotify adopted a remote-first model with its “work from anywhere” policy, promoting remote work, while still retaining physical office space and paying for co-working space for employees that seek to work in-office. At Horizons, we have adopted a remote-first policy as well, if employees wish. We also have regular regional meetups to bring our distributed team together. We find this provides a good balance between remote flexibility and in-person collaboration.

    Related: Is Your Hybrid Model Working? Use These Success Metrics to Find Out.

    2. Remote-friendly

    A remote-friendly business is supportive of remote work, but remote work may not be the default. A remote-friendly business allows remote work on certain days of the week, for certain teams or on a discretionary basis. Companies that have recently implemented this include Apple (three days per week in the office), and Microsoft — the kind of arrangement applied by Apple and Microsoft is also known as “split days” hybrid work.

    Remote-friendly is the preferred model for businesses that have a strong need for in-person collaboration.

    3. Split-team

    In a split-team hybrid approach, some of the workforce are permitted to work remotely, while others are required to come into the office. While this may make sense from a job-function perspective (some work is more feasibly carried out remotely than other work), it also risks creating a perception of unfairness: Some in-office employees may be upset that they have no say in the matter — according to a 2022 Gallup report, only 6% of employees who could work remotely would prefer to be entirely in-office.

    Related: 5 Tips to Make Your Hybrid Work Model More Effective

    How to make your hybrid work decision

    Given the variety of ways in which you can implement hybrid work, how should you go about deciding which model is right for you? I suggest the following steps:

    1. Make remote work flexibility the default assumption in workforce planning. No matter what the needs of your business are, the evidence is clear that employees value the option to work remotely.

    2. Decide which essential business functions, if any, need to be done in person. There is an element of subjectivity to this. Companies like Apple have decided this is crucial for the creative element of their work. For others, it may be about responding to a clientele that expects in-person meetings.

    3. Work out the best way of dividing work between in-person and remote elements. Split-team or split-days are possibilities, but it is also possible that primarily remote work with semi-regular in-person meetings/events will suffice.

    4. Incorporate your approach to remote work into a written remote work policy that employees have access to. This ensures that there is transparency and that a fair approach is taken.

    5. Check in regularly with employees to see how current hybrid work arrangements are working out. This should occur both in organization-wide employee wellness surveys and one-on-ones with team leads.

    There is no one-size-fits-all approach to hybrid work, and most of us adopting hybrid are, by necessity, experimenting as we go. While the benefits of hybrid work are clear, every company needs to look to its own business needs and processes and find the appropriate balance between flexibility for employees and in-office efficiency.

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    Antoine Boquen

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  • When to Ask Your Hybrid Employees to Come into The Office | Entrepreneur

    When to Ask Your Hybrid Employees to Come into The Office | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    Hybrid employees don’t hate the office — they hate commuting to it, surveys show since for many commuting takes over an hour per day and costs many thousands of dollars per year. And peer-reviewed studies find clear associations between longer commuting times and worse job satisfaction, increased stress and poorer mental health.

    Given that data, when I consult for organizations on determining hybrid work arrangements for their employees, a primary consideration involves minimizing staff commuting time. That means using data-driven methods to determine what endeavors offer the best return-on-investment for in-office work to make them worth the commute. Then, we develop a communication strategy to convey the value of these face-to-face tasks to hybrid employees, so as to get their buy-in on coming to the office for such high-impact work pursuits. In turn, we convey a commitment to minimizing their time spent in traffic by bunching as many activities requiring face-to-face presence together as possible. Doing so helps improve hybrid employee retention, engagement and morale while reducing burnout.

    What kind of work should hybrid employees do at the office?

    The large majority of hybrid employee time is spent on individual tasks, such as focused work, asynchronous communication and collaboration, and videoconference meetings, which are most productively done at home. There’s absolutely no need for employees to come to the office for such activities. Still, the office remains a key driver of value for high-impact, lower-duration activities that benefit from face-to-face interactions.

    Intense collaboration

    Intense collaboration involves teams coming together in person to solve problems, make decisions, align on strategy, develop plans, and build consensus around implementing ideas they brainstormed remotely and asynchronously. Face-to-face interactions allow team members to observe each other’s body language, picking up on subtle cues like facial expressions, gestures, and posture that they may miss when communicating remotely. These nuances carry much more weight during intense collaborations.

    In addition, in-person interactions facilitate empathy, which helps teammates build and maintain a sense of mutual trust and connection. Such bonds can be strained during intense collaboration, making it valuable to have intense collaboration take place in the office.

    Finally, the office creates a context that facilitates collaboration through meeting rooms with whiteboards, easel pads, and other relevant tools. This collaboration-conducive setting takes employees out of their regular state of mind and helps them inhabit a different mental context, enabling them to switch gears and be more cooperative and inventive.

    Challenging conversations

    Any conversation that bears the potential for emotionality or conflict is best handled in the office. It’s much easier to read and address other people’s emotions and manage any conflicts face-to-face, rather than by videoconference.

    That means any conversations that have performance evaluation overtones should rightly occur in the office. The content might range from weekly 1-on-1 conversations between team members and team leads that assesses how the former performed for the last week and what they will do next week, to a quarterly or annual performance review. Similarly, it’s best to handle in-person any human resource concerns.

    Another category of challenging conversations that belong in the office: conflicts that started remotely and couldn’t be settled there easily. My clients find that getting the antagonists to sit down and hash things out in person works wonders for the vast majority of disagreements.

    Cultivating team belonging and organizational culture

    Our brains are not wired to connect and build relationships with people located in small squares on a videoconference call, they’re wired to be tribal and connect with our fellow tribe members in face-to-face settings. In-person presence thus offers an opportunity to build a sense of mutual trust and group belonging that’s much deeper than videoconference calls.

    And let’s face it: Zoom happy hours are no fun, at least for the large majority of participants. While it’s possible to organize fun virtual events, it’s much easier to do such activities in person.

    As a result — whether at the level of small teams, mid-size business units, or the organization as a whole — in-person activities offer the opportunity to create a sense of group cohesion and belonging. They can involve simply socializing, but also some combine with intense collaboration in the form of strategic planning. For example, one of my clients, the University of Southern California’s Information Sciences Institute, organized retreats at both group and division levels to facilitate both a sense of belonging and a stronger strategic alignment.

    In-depth training

    A survey by The Conference Board reveals the key role of professional development for employee retention. While online asynchronous or synchronous education may suffice for most content, face-to-face interactions are best for in-depth training, by allowing trainees to engage with the trainer and their peers more effectively.

    Physically present trainers can “read the room,” noticing and adjusting to body language and emotions expressed by trainees. In turn, peer-to-peer learning helps create a learning community that builds trust and facilitates mutual understanding and retention of information by adult learners. And the physical props and spaces available for in-person learning facilitate a deeper and more focused level of engagement with materials.

    Mentoring, leadership development and on-the-job training

    Whether integrating junior staff and providing them with on-the-job training, mentoring and coaching current staff, or developing new leaders, the office provides a valuable venue for such informal professional development.

    If team members are in the office, mentors and supervisors can observe the performance of their mentees and supervisees, and provide immediate feedback and guidance. Doing so is much harder in remote settings.

    Similarly, mentees and supervisees can ask questions and get answers in real-time, which is at the heart of on-the-job training. It’s certainly possible to do so remotely, but it takes more organization and effort.

    Mentoring and leadership development often takes subtlety and nuance, navigating emotions and egos. Such navigation is much easier in person than remotely. Moreover, mentees need to develop a sense of real trust in the mentor to be vulnerable and reveal weaknesses. Being in person is best for cultivating such trust.

    Spontaneity and weak connections

    One of the key challenges of maintaining company culture for remote or hybrid workers is the decrease in cross-functional weak connections among staff. For example, research has shown that the number of connections made by new hires decreased by 17% during the pandemic, compared to pre-pandemic levels. Other research demonstrated that staff who worked remotely during the pandemic lockdowns built closer intra-team ties to members of their own team, but their inter-team ties to those on other teams deteriorated. This loss of connections can negatively impact long-term company success, since achieving organizational goals often requires cross-functional collaboration.

    Such connections develop from spontaneous interactions in the cafeteria or during chit-chat after a cross-functional in-person meeting. These kinds of spontaneous meetings can also help spur conversations that lead to innovations. And although organizations can replicate them to some extent in remote settings, the office provides a natural setting for such spontaneous interactions and their benefits.

    Conclusion

    The best practice for hybrid work involves helping employees reduce commuting by asking them to come in only for high-value, face-to-face activities. These tasks include intense collaboration, challenging conversations, cultivating belonging, professional development, mentoring and building weak connections.

    For most staff, these activities should take no more than a day a week; junior staff getting on-the-job training and recently-promoted leaders receiving leadership development may require two or three days on a short-term basis of several months. Indeed, a survey of 1,500 employees and 500 supervisors finds that a schedule of one day a week provides the optimal balance of connection to colleagues with job satisfaction.

    Leaders also need to develop and implement a transparent communication policy to explain this approach to their employees, get their feedback, and make any tweaks to improve this policy. Doing so will help facilitate employee buy-in and engagement with this new approach, which will reduce burnout while improving retention, engagement and morale.

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    Gleb Tsipursky

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  • Why Employers Forcing a Return to Office is Leading to More Worker Power and Unionization | Entrepreneur

    Why Employers Forcing a Return to Office is Leading to More Worker Power and Unionization | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    Angry and dismayed Amazon employees are pushing back against the recently-announced return to office policy by the Amazon leadership. Amazon’s policy joins other high-profile companies such as Disney, Starbucks, Tesla, Google, and others that are forcing employees back to the office.

    Some are claiming they need to do so for the sake of productivity. For example, Elon Musk, the CEO of Tesla, claimed that those working remotely only “pretend to work” and are “phoning it in.” Others say you need to be in the office to innovate: Disney’s CEO Bob Iger demanded the return to the office because “nothing can replace the ability to connect, observe, and create with peers that comes from being physically together.”

    However, in reality, extensive research shows remote workers are more productive than those in the office, not less. And you get more ideas and more novel ideas through techniques for innovation and creativity that are adapted to remote work.

    So what explains the situation? As a globally-known expert in the field of hybrid and remote work, I have seen firsthand how working remotely, whether part of the week or full-time, enables worker power through facilitating autonomy, decentralizing power and preventing micromanagement. Unfortunately, too many old-school managers like Iger and Musk prefer a rigid, top-down power structure; indeed, Elon Musk is well-known as an extreme micromanager.

    Related: You Should Let Your Team Decide Their Approach to Hybrid Work. A Behavioral Economist Explains Why and How You Should Do It.

    Such an authoritarian approach is well-suited to the assembly line model of the early 20th century, but not well-suited for a modern knowledge economy. That’s why we’re seeing employees use worker power to fight against these authoritarian mandates, resulting in empowered labor unions.

    It’s important to recognize that this turn to worker power is happening in the context of massive layoffs by tech companies, which are becoming less willing to offer perks like remote work to their workforce. In fact, there’s evidence that some companies such as Twitter are using return-to-office mandates to get workers to quit voluntarily, to avoid paying severance. Employers are increasingly getting the upper hand, as workers who feel anxious about the economy are reluctant to make demands for more remote work. However, such strategies may well backfire against employers in the long term if they spur increases in labor union organizing; even though individual employees might be anxious about their jobs, together they can press their case, especially given an unemployment rate of 3.4%, the lowest in over 50 years. And even tech workers are finding new jobs in three months or so, pointing to the strength of the labor market despite some shift toward employer power.

    Three case studies of worker power and the return to office

    YouTube contractors in Texas went on strike in protest of rules requiring such workers to report to the office. The workers, who are technically employed by Cognizant, were notified of the Feb. 6 return-to-office date in November. The vast majority of the contractors were hired during the pandemic and have always worked remotely. Workers say their pay, which starts at around $19 per hour, isn’t enough to cover the costs of relocating to and living in Austin. The workers’ strike came after they filed a prior month for union recognition, leading some to conclude the move was being made in retaliation. The workers are also seeking to have Google and Cognizant recognized as joint employers.

    The New Mexico State Personnel Office ordered state employees working remotely to return to in-person work at the start of the new year. Many voiced their frustrations against the order, citing issues with commute, health, poor in-person work conditions, lack of child care, and low pay, among other things. State workers rallied against the state’s return-to-office order at the roundhouse in Santa Fe. Dan Secrist, president of CWA Local 7076, said the state’s return-to-office mandate has worsened problems it was intended to solve while creating new ones.

    The Canadian Federal government ordered public service employees to return to the office up to three days per week. A recent survey of nearly 14,000 public service workers revealed close to 75% of government employees would rather work from home. Marc Brière serves as the national president for the Union of Taxation Employees, which represents some 37,000 workers with the Canada Revenue Agency. He says it is unnecessary for the majority of employees to return to the office.

    Tensions between employers and workers over the return to office

    These cases illustrate the increasing tension between employers and workers, particularly over the return to the office. The pandemic has accelerated the trend toward remote work, and workers are now resisting the idea of returning to the office. Many workers have become accustomed to the flexibility and freedom that come with remote work, and employers who refuse to allow it are facing backlash.

    Employers are forcing their employees back to the office to impose control over workers, but they are failing to recognize that remote work enables worker power. In fact, remote work is empowering workers by giving them more control over their lives and work. With remote work, workers can choose where and when to work, which gives them more control over their schedules and their work-life balance.

    Employers who are forcing their employees back to the office are trying to reassert control over their workers, but they are finding that it is backfiring. Workers are pushing back against these efforts, and many are joining unions to protect their rights and interests. Employers who refuse to recognize this trend risk alienating their workers and facing the consequences.

    Cognitive biases in the return to office increases worker power

    The drive to return employees to the office to regain control over employees is a prime example of how cognitive biases can lead to poor decision-making. Cognitive biases are mental shortcuts that we use to process information quickly and efficiently. They can lead us to make decisions that are not based on facts or rational thought, but on our personal beliefs, emotions and past experiences. In the context of the return to the office, employers are making decisions that are based on cognitive biases that are leading them to overlook the dangers of their actions.

    One of the most common cognitive biases at play in this context is confirmation bias. This is the tendency to seek out and interpret information in a way that confirms our pre-existing beliefs or biases. Employers who are determined to bring their employees back to the office are more likely to seek out information that supports this decision while ignoring or downplaying information that contradicts it. This can lead them to make decisions that are not in the best interests of their organizations by harming relations with employees, leading both to challenges with retention and resistance by employees through worker power.

    Another cognitive bias that is prevalent in this context is the status quo bias. This is the tendency to prefer things to stay the way they are, rather than change. Employers who are used to having their employees work in the office may be resistant to change, even if remote work has proven to be effective and beneficial for their employees. They may be more inclined to return to the office simply because it is the way things have always been done, rather than because it is the best decision for their employees or their organization.

    The dangers of cognitive biases in this context are significant. By ignoring the benefits of remote work and forcing their employees back to the office, employers risk alienating their workers, and they may also be creating a situation where workers are more likely to unionize. This is because when employees feel that their needs are not being met, they are more likely to band together and form a union to protect their interests.

    Conclusion

    It is time for employers to recognize the value of remote work and to work with their employees to create hybrid or remote work arrangements that meet the needs of both parties. Employers who do so will enjoy a happier and more productive workforce, while those who refuse to adapt risk falling behind in a rapidly changing world.

    Remote work enables worker power, and employers who recognize this fact will be better positioned to succeed in the years ahead. As a manager, it is important to listen to your employees and to work with them to create the best possible work environment for all. By doing so, you can create a strong and vibrant workplace culture that will help you succeed in the long run.

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    Gleb Tsipursky

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  • Entrepreneur | Hybrid Work is Not The Problem — Your Guidelines Are. Here’s Why.

    Entrepreneur | Hybrid Work is Not The Problem — Your Guidelines Are. Here’s Why.

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    Opinions expressed by Entrepreneur contributors are their own.

    As companies continue to navigate the new normal of remote and hybrid work, it’s crucial that they establish clear expectations and guidelines for their employees. And unlike Disney and Twitter, it’s very important that they don’t change their minds randomly when the leadership changes.

    However, a recent survey conducted by Mercer found that only a third of organizations have formal rules in place for managing flexible work. Mercer assessed 749 organizations and found that 48% rely on informal and ambiguous guidelines to manage flexible work, 17% are completely hands-off, and only 34% rely on clear and transparent formal rules. This lack of clear communication and expectations can have a serious impact on both retention and recruitment efforts.

    And how effectively do companies communicate about the policies they do have? Fishbowl recently conducted a survey, with about 7,300 professionals surveyed about how well they understand their company’s plan for hybrid work. 50.8% did understand their company’s hybrid work guidelines, but 49.2% did not. Not a good outcome.

    Related: Employers: Productivity Among Your Remote Workers Isn’t A Problem — Your Proximity Bias Is.

    I talk with 5-10 leaders every week on how to create effective hybrid work guidelines. As a highly experienced expert in this field, I can tell you most of them don’t have clear guidelines for their employees. Yet when I ask them about their top concern, most say it’s hiring and retaining talented staff.

    Such anecdotes align with a recent study by Vistage, which revealed that a majority of small and medium-sized business leaders are planning to expand their workforce, with only a small percentage considering downsizing. This marks a change from the trend of large companies facing layoffs, as SME CEOs are hesitant to let go of recently-hired employees, according to Vistage Chief Research Officer Joe Galvin. The survey also highlighted that hiring difficulties are a major concern for these businesses, as they impede their ability to function at optimal capacity. 61% of CEOs surveyed cited hiring challenges as a major concern.

    So that’s CEOs — what about the true experts: HR leaders — what do they believe about hiring and retention as it relates to hybrid work? Well, you won’t be surprised that 95% of HR leaders say that hybrid work offers an effective recruitment tool, according to IWG’s HR Leaders & Hybrid Working Report. 60% also say hybrid work boosts retention, and 80% agree that it helps increase employee satisfaction.

    Related: This Dangerous Judgement Error Could Cost You Your Business

    Hybrid work guidelines: failures and successes

    Well, having poor guidelines and expectations unsurprisingly harms worker engagement, which undermines retention. Consider some examples of what happens in companies with whose leaders I talked to recently.

    In a mid-size IT services company, employees were given the freedom to work from home but with little guidance on how to manage their time or communicate with their colleagues. This led to confusion and resentment among team members, with some feeling overworked and others feeling underutilized. Ultimately, this lack of structure led to high turnover rates and difficulties in attracting top talent.

    Similarly, a large financial services company struggled with a lack of clear guidelines for remote work. Without proper expectations for communication and collaboration, team members found it difficult to stay on the same page and meet deadlines. This led to a decline in productivity and morale, causing top performers to seek employment opportunities elsewhere.

    Moreover, such guidelines are critically important for retention. Consider one of my clients who let me speak about them, the University of Southern California’s Information Sciences Institute. As a result of a consulting engagement, I helped them develop a robust set of hybrid work guidelines, which they put on their website in the “Join Us” section. Their HR director found it helpful for recruiting talented staff to the institute — and given the demanding market for data scientists, they definitely benefited from having a leg up.

    What should hybrid work guidelines cover?

    These examples illustrate the importance of having formal, written hybrid work guidelines in place. These guidelines should outline expectations for coming to the office, for communication, collaboration and work hours, as well as provide a clear framework for how to handle issues that may arise.

    Effective communication is a key element of hybrid work guidelines. When employees are working remotely, it can be difficult to get a sense of what everyone is working on and how their contributions are impacting the team. Clear communication guidelines, such as regular check-ins and virtual team meetings, can help ensure that everyone is on the same page.

    Effective collaboration is another important aspect of hybrid work guidelines. Collaboration tools like video conferencing and project management software can help facilitate collaboration, but employees need to be trained on how to use them effectively. Additionally, guidelines should establish expectations for how and when team members should be available to work together.

    Finally, effective hybrid work guidelines must consider work hours and time management. Without a clear framework, employees may feel pressure to work longer hours or to be available at all times. This can lead to burnout and resentment, and can negatively impact both productivity and employee satisfaction.

    In addition to the negative impact on retention and recruitment, a lack of clear hybrid work guidelines can also lead to other problems for companies. For example, without clear guidelines for data security and privacy, remote workers may inadvertently expose sensitive company information to cyber threats. This can result in costly data breaches and loss of business.

    Another challenge that companies may face without clear hybrid work guidelines is managing employee engagement. When employees are working remotely, it can be difficult to keep them connected to the company’s mission and goals. Hybrid work guidelines should include strategies for fostering employee engagement, such as virtual team-building activities and regular communication from leadership.

    It’s also important to note that hybrid work guidelines should be flexible and adaptable. As the world continues to change and evolve, so too should the way companies approach hybrid work. Guidelines should be reviewed and updated regularly to reflect the latest best practices and changing employee needs.

    One way to ensure that hybrid work guidelines are effective is to involve employees in the process of creating them. This can help ensure that guidelines are tailored to the specific needs of the organization and that employees are more likely to buy into them. Additionally, it’s important to provide employees with the necessary training and resources to be successful in a hybrid work environment. This can include things like virtual communication and collaboration tools, as well as training on time management and data security.

    Cognitive biases can also play a role in how companies approach hybrid work guidelines. For example, the sunk cost fallacy can cause leaders to cling to traditional office culture, even when it is no longer effective. The availability heuristic can also lead companies to overestimate the benefits of working in an office and underestimate the benefits of remote work. By being aware of these cognitive biases, leaders can make more informed decisions about how to manage hybrid work.

    Related: How Has Remote Work Impacted Our Relationships With Other Employees? The Findings of This Study Will Surprise You.

    Conclusion

    It’s clear that hybrid work guidelines are essential for effective communication, collaboration and time management. A lack of clear expectations and guidelines can lead to confusion, resentment, and high turnover rates. It can also undermine effective recruitment efforts. By establishing formal, written guidelines – as did the Information Sciences Institute – companies can ensure that their employees have the support and structure they need to be successful in a hybrid work environment. As a leader, it’s important to recognize the importance of hybrid work guidelines and to take steps to establish them within your organization.

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    Gleb Tsipursky

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  • 3 Ways to Meet the Needs of a Divergent Workforce

    3 Ways to Meet the Needs of a Divergent Workforce

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    Opinions expressed by Entrepreneur contributors are their own.

    Mental health, well-being and stress management will rise to priority status as workers demand a work-life balance. This is good news for disabled employees, but how will business leaders rise to meet this need? Executives will work harder than ever to create a more inclusive, welcoming, and accommodating environment to attract and retain these creative and productive workers. Learning to listen, communicate effectively and make changes in how teams work together can go a long way in creating an environment where everyone feels safe and respected.

    Rather than a “sink or swim” approach, leadership can meet workers where they are. This is where a business leader with a limitation can use intuition, see areas for improvement and change the dynamic in the workplace so that needs are understood and met. Business leaders should focus on three main areas to meet the needs of a divergent workforce.

    1. Empathy

    When a worker with a limitation applies for a job in the business world, they often fear the staff will not accept them. They are often worried they will not be heard if they ask for an accommodation. They may be concerned that what seems easy for everyone else will be difficult — or impossible — for them. Empathy is the quality of compassion that allows us to feel what it might be like to be in someone else’s shoes. It is the action-oriented part of compassion.

    It’s not about the number of divergent employees a company has on the roster; it’s about the employee work experience. Executives can show they are aware of the unique needs of the staff and are willing to meet those needs. Managing with empathy means understanding that someone in the office or on the other end of a remote call might have a disability or a limitation they are unwilling to share. It means taking the time to get to know the staff member on a more personal level and responding to their needs in a meaningful, timely way.

    Related: Why Empathetic Leadership Is More Important Than Ever

    Being open about diverse abilities begins with the company website, the company’s reputation on the web and the interview process. From the beginning, a potential candidate with a limitation can tell whether a company will be open to discussing their needs, the accommodations that might be required, and the way a limitation might change aspects of the work experience. A leader with a disability intuitively asks the right questions. Does a new employee need to communicate differently than other employees? What about physically navigating the building? How can the team best work with a staff member’s condition?

    For executives without disabilities, learning to be open and accepting of workers with limitations, striving to communicate more effectively and helping staff members feel safe will benefit not only disabled workers but will also improve the work experience for everyone.

    As an executive, you may feel uncomfortable asking questions or looking for feedback from disabled employees. The truth is that empathy is as uncomplicated as being a good listener, a good observer and a good mentor. When you create a culture that celebrates workers’ contributions with limitations, they may open up about their needs. An employee with dyslexia might need a team member to enter data on an excel sheet. A staff member with PTSD might have to schedule telehealth visits on breaks. If these workers are hiding their needs from you, the cost can be overwhelming stress for them. The company’s stakes are also high: rising turnover, absenteeism and low productivity.

    Related: 5 Ways Employees With Disabilities Help Maximize a Company’s Growth

    2. Accessibility

    A business leader with a disability has the edge when it comes to creating an environment that is equally accessible for everyone. Chances are that a wheelchair-bound executive has circled the parking lot looking for a ramp or dealt with oncoming traffic in a parking garage attempting to make it to the elevator. A legally blind business leader has experienced more than a few meetings where important information was presented only on PowerPoint. If you are an executive without a disability, you may have never considered how many potential candidates might have found your building or information inaccessible; they may have made it to the parking lot, quietly leaving without pointing out how their lack of access left them feeling helpless and excluded.

    A leader with a limitation will look at the corporate space from a perspective of challenge. A disabled executive will ask, “What hurdles will a disabled person meet attempting to work here?

    Do your meeting spaces accommodate divergent needs? Ramps, elevators, the width of doors and aisles between desks, lighting and closed-captioning are just the beginning. If an employee with anxiety issues needs a peaceful place to calm down, or if a worker needs to keep moving to improve chronic pain, is there a place for them to go? What about transportation? Could the company offer a car service or a monthly stipend to cover a ride share?

    However, it isn’t just about disabled staff. The need for accommodations can arise at any time. Workers without disabilities can break limbs, have painful surgeries, be wheelchair-bound or use crutches. Leaders can anticipate how the workspace might become a burden for staff and make adjustments.

    Beyond the physical environment, corporate heads can embrace technology to assist divergent employees in reaching their potential. Technology has moved beyond closed captioning and voice accessibility. Consider how you can make technology more accessible for your staff. A simple solution might be making transcriptions of meetings. These could be emailed out to staff, including those who are hearing impaired.

    Some apps allow people to take pictures and have documents read to them. There are apps that magnify text for those with impaired vision. Young engineers are working with AI to create more effective communication between the hearing impaired and people without that limitation. Executives can fund training and innovations that meet employees’ needs. Both staff and business leaders will be challenged to find different ways of doing things, working together to find solutions so that everyone can be more productive. Simply delivering material and information in a variety of ways will enable everyone to have better access.

    Related: Employers Need Workers. Now They’re Realizing The Untapped Talent of These People.

    3. Team building

    Even if business leaders grow in their understanding of divergent staff, the next step is even more critical: Management can bring employees together to learn from one another. If staff members hide in cubicles or a remote office without fellowship, mutual understanding can’t occur. One of the most innovative ways to find common ground in the workplace is to use team-building exercises.

    What if the office meeting wasn’t just the usual grind? What if part of that time was spent on team building? This can be done online or in the office. A manager can help staff clarify the team and individual goals. Employees can share their hopes or their vision for their lives. Leaders can go around the room, asking the same question, such as, “What are you most proud of?”

    Another option is to bring in a corporate trainer to build synergy. This can be done across departmental lines to bring a fresh perspective. Trainers may give the teams “assignments,” such as a project to complete, a problem that needs solving, or a set of tasks that force them to rely on each other and pull their own weight. Members of the team are pushed out of their comfort zone. They learn how to accommodate diverse abilities in their group using resourcefulness, recognizing strengths and weaknesses, and filling in the gaps when needed.

    A corporate retreat is a chance to get workers out of the office and into an environment where they can open up and share things they wouldn’t ordinarily reveal in an office setting. Staff members can relax, share their fears, and get vulnerable. Whether the retreat lasts a couple of days or a week, they can get to know each other. After a retreat, employees often feel they have gained trust, respect, and a sense of purpose where they work. They may feel they have a better grip on leveraging their team and workplace’s diverse abilities.

    Final thoughts

    An executive with a disability may have the edge in anticipating the needs of staff members with diverse abilities; however, leaders without limitations can find ways to maximize the potential in all staff members by making empathy, accessibility, and team-building a part of the corporate culture. Celebrating your team’s unique skills while working to meet their individual needs will create the kind of environment where the most talented candidates will thrive.

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    Nancy Solari

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