We’ve all heard that Elon Musk just sent an email to the whole Tesla crew informing them that remote work was no longer acceptable and that anyone who wanted to do it had to spend at least 40 hours a week in the office. “If you don’t show up, we will presume you have quit,” he said in a follow-up email. Musk wrote: “They could pretend to work someplace else” in response to a Twitter user who asked for “further remark to folks who believe going to work is an archaic idea.”
What does this imply for New Zealanders then? The tweet from Musk has also sparked some fascinating conversations around the water cooler and on social media sites like LinkedIn. “I was somewhat astonished when I noticed this in my news feed. A mercurial CEO of one of the most successful firms of the twenty-first century, who has accomplished some amazing things, is urging that workers should return to the workplace full-time, he wrote.
“We don’t concur. When our consumers genuinely depend on us, we work some long hours, but this in no way should be the norm.
Why bother to try?
The majority of businesses are still dealing with a labor shortage or the “great resignation” movement. It is even more crucial to make sure that your working methods are appealing and supportive of how people today want to live and work given the current situation, in which more companies are competing for a smaller pool of talent.
Additionally, it will help you maintain the fantastic employees you currently have. People don’t often quit their jobs; rather, they leave a work environment or culture that doesn’t meet their demands. Speaking of the talent battle, Scott Farquhar, an Australian millionaire, and Elon Musk got into a spat over Musk’s direct request for Tesla employees to go to work. On Twitter, the co-CEO of Atlassian made the remark that he would be pleased to hire Musk’s employees for remote work opportunities.
Who is correct, however, considering that they are merely the views of a few pretty wealthy billionaires?
Let’s examine some recent studies on home-based work (WFH) and hybrid employment. According to research by Owl Labs, employees who work remotely or in a hybrid setting are happier and remain in their positions longer by a margin of 22%. Additionally, remote employees were less stressed, more focused, and more productive than those who worked just in offices. Working from home improved work-life balance and was better for workers’ physical and emotional health.
Surely there are some drawbacks? There are, and they must be taken into account while creating the ideal working arrangements for your organization. According to research cited by the BBC, promotions are more likely to go to in-person employees. It is challenging to get rid of this recency bias. The capacity of an employee to network and meet new individuals with whom to cooperate or learn might be hampered by working remotely.
Ultimately, we must see the need of altering the way we operate. According to a thorough survey by Steelcase, 72% of businesses projected hybrid to be the predominant work mode, followed by 23% office, and 5% WFH.
It is obvious that having some WFH helps employees: there is no commute, there are fewer workplace interruptions, and there is a better work-life balance. On the other hand, productivity, solitude, and a lack of involvement are often obstacles. Here, a successful co-designed hybrid work plan may combine the advantages of both work modalities.
At Human Synergistics, we’ve discovered that organizations from a wide range of sectors all across the nation have adopted hybrid working as one of the benefits since the worldwide pandemic started. However, successful hybrid working requires effort. Three crucial areas actually matter:
Put your attention on developing positive leadership and culture. To make hybrid work simple, provide clarity, foster confident decision-making, support capacity development for underrepresented populations, and guarantee that everyone can relate to teammates in ways that make sense for their jobs.
Create your hybrid working style on purpose. A fair, inclusive, and related-to-customer/stakeholder outcomes hybrid working method should be designed when creating expectations for your hybrid work. Make it clear and understandable why your hybrid work may seem different to someone else. It is not a blanket rule that is imposed on everyone.
Instead of the other way around, make the building function for your employees. When analyzing occupations and tasks, take into account how changing working conditions will influence the primary productivity drivers of energy, attention, coordination, and cooperation. We need to create a better method of working in our workplaces and with technology by keeping these four elements in mind.
The little ways we participate matter. Consider how you may connect with your hybrid team without requiring everyone to be online at once. For instance, one of our small-business clients utilizes WhatsApp groups to share plans, updates, and safety alerts. When needed, team members may quickly access this information. This benefits the workers and saves both time and money (the app is free).
If you design your hybrid work correctly, it can succeed. Clarity is crucial so that your team members don’t feel guilty or make decisions that aren’t well-informed and have a detrimental impact on their welfare and productivity. Make your methods of operation transparent and ensure that the team implements the change rather than the other way around. This includes avoiding the use of threatening or combative emails to the whole workforce as a means of implementing the change.