From large to functional
Starting as an unplanned experiment, tested under very unusual circumstances, the transition of employees to remote work has shown interesting results in terms of company productivity, personal productivity, changing work habits. It is too early to draw large-scale conclusions, but it is already obvious that in the new post-COVID era, relations with the physical space will be revised.
Before the pandemic, it was considered good manners in the corporate environment to fight for more flexible work policies. Remote work seemed attractive, but inaccessible. And then suddenly the day came when the cherished desire came true - showing the reverse side of the cherished "remote". Isolation, physical distancing gave reason to think about what moments of everyday life those who work in the office really miss, and what, it turns out, you can easily do without. Is it any wonder that the total "remote work" did not suit everyone - if some could work productively alone, others felt confused, not receiving the desired instructions and feedback. Today, few people are in favor of returning everyone to the offices, as well as dreaming of continuing to work from home - most want to get some kind of corporate hybrid: 70% of employees after the pandemic expect to work from home at least one day a week.
Recently, several large-scale studies have been conducted around the world analyzing the features of work during a pandemic and changing work habits. Among the main advantages of remote work, respondents noted: no need to spend time on the road; balance between work and personal life; the ability to perform work tasks on a flexible schedule, etc. One of the important advantages of remote work is greater access to job seekers. There are always obviously more people who are ready to work remotely and from different parts of the world than those who are ready to physically come to the office.
Another important plus is increased productivity. Research also shows that remote workers spent more time on breaks and more time on work tasks. 39% of remote workers complained that they were distracted while working, while 56% of staff complained about it in the office. Remote work is directly related to the level of satisfaction of people. Annually working adults aged 18 to 34 are willing to sacrifice more than 10% of their salary to achieve the professional flexibility that remote work provides.
However, the “remote” has no less problems and shortcomings. These are the difficulties with integrating new team members into the company; and difficulties in maintaining corporate culture; and a severe decline in team cohesion. An uncomfortable workplace, lack of technical equipment can also negatively affect the work process. Among the key problems is the distrust of managers.
A study by Global Workplace Analytics says that 75% of managers trust their employees even when they are not visible, but 25% would prefer to visually monitor the execution of work tasks. Another important disadvantage is the decrease in the effectiveness of collaborations. Successful collaboration largely depends on well-developed personal relationships between participants, which are more difficult to maintain and develop remotely. But the biggest problem is loneliness and isolation. That is why effective management of remote work requires changing the format of corporate governance.
While many have been surprised by the level of efficiency that has been achieved while working from home, both employers and employees understand that an office is indispensable. Obviously, in the future we will talk about creating a kind of hybrid model in which both the office and remote work will harmoniously coexist.
Even before the pandemic, as numerous measurements and surveys show, only half of the working space was occupied in the average office. During the pandemic, the utilization rate of real estate sank even more dramatically. Many companies have already optimized footage, either by subletting unclaimed space or moving to a smaller office space. But this state of affairs is connected not only with the transfer of employees to remote work, but also with a reduction in the number of projects and staff. And even with the return of business to its former tracks, it is unlikely that there will be a return to large offices - taking into account the remoteness, companies will look for ways to save money while remaining efficient.
According to Global Workplace Analytics, an individual company can save $11,000 a year for a remote worker who works from home 50% of the time. Is this not a reason to rethink the cost side of the business?
The money saved on the office will be invested in digital experience and technology. There will be more virtual connected collaboration spaces to finally blur the lines between remote and office teams. There may also be new ways of virtual connectivity. Depending on the further development of the “viral” scenario, the development of future technologies may also concern security issues. We can talk about installing equipment that increases the flow of outdoor air into the premises, air ionization, UV disinfection, etc. Already today, many offices are equipped with contactless technologies - doors open at the command of motion sensors and face recognition systems, an elevator can be called by voice command, etc. In the future, this trend is likely to gain momentum.
Predictably, there will be fewer open workstations in offices, but more rooms for concentration, rooms for video conferencing. The distance between workplaces can be increased. Multi-purpose, flexible spaces that can be changed at any time will be an important feature of post-COVID offices. Notably, employees who are spoiled at home will want to have some control over their space and in the office. Lifting desks, dimming control of office partitions, individual room temperature control are just a few areas they may be interested in.
Key protocols of office etiquette can also be reviewed: criteria for evaluating personal effectiveness, taking into account the factor of remote work, changing work schedules and the widespread introduction of a job booking system, the possible introduction of shift office work (taking into account existing tasks and requirements for the quality of their performance), certain qualification requirements for remote work, etc.
Many companies have begun reconfiguring workflows for a hybrid work format. Its effectiveness largely depends on the phase of development of the organization, for example, on the presence of new employees who are at the stage of mastering the corporate culture. Also, among the most important factors, experts note the level of experience of group leaders, the smooth running of business processes and the availability of electronic document management. But be that as it may, the game is worth the candle - as experts say, in addition to favorable working conditions and significant savings in company resources, the "hybrid" successfully solves the problem of employee burnout, providing a better work-life balance.
