In the four years since the start of the COVID-19 pandemic, the world’s relationship to work has changed. Remote and hybrid work is here to stay.
Nevertheless, tensions continue to flare between workers and CEOs demanding a return to the office. Leaders fighting to reinstate “the buzzy atmosphere of a lively office” are fighting the wrong battle. Instead, some argue they should be looking to technology as a way of creating a new kind of workplace culture without the centralised workplace.
The traditional “workplace” doesn’t exist anymore
More employees are working flexible hours from wherever they want.
In the US, for example, there were approximately 15.5 million digital nomads in 2021. That figure represents a dramatic 112% rise compared with 2019. Last year, a survey from the Pew Research Center showed roughly one third of workers with jobs that can be done remotely are working from home all the time. That’s compared to just 7% who did so before the pandemic.
Workers today have more freedom to work from outside the office. Not only this, but foundational attitudes towards work-life balance and the role of work itself are also changing.
In 2021, a survey of more than 9,000 UK workers found that 65% of job seekers prioritised a good work-life balance over pay and benefits. In the US, another survey of 4,000 respondents found that 63% preferred work-life balance over better pay.
Several countries, including the UK, have witnessed sizable trials of four-day working weeks. Many of these trials have been successful, with the majority of participating firms electing to make the changes permanent.
Data has repeatedly shown that workers are more productive with a better work-life balance and under flexible remote working conditions. Remote workers are 47% more productive, spend less time distracted, and even work longer hours than their in-office counterparts.
Despite this, many employers have displayed strong resistance to a decrease in “presenteeism”.
Back to the office, or else…
The efforts of CEOs to bring employees back to the office full time have been well documented.
KPMG’s 2023 CEO Outlook survey found 64% of leaders globally predicted a full return to in-office working by 2026. The survey also showed that an overwhelming number (87%) of CEOs believed that financial rewards and promotion opportunities would be linked to in-office attendance.
Companies that include Boeing, UPS, Disney, IBM, Microsoft, Walmart, and Goldman Sachs have all made an about-face on their hybrid work policies over the last six months. A report by the Conference Board found that “Citing concerns over productivity, innovation, culture, and promotion, many executives have been eager to have workers return to the office.”
This fear over a loss of culture, which will in turn stifle innovation and productivity is interesting. CEOs are aware of the risk of a mass talent exodus in response to new hardline attitudes. However, according to a CNBC report, it’s “a chance they are willing to take because of the strategic value being placed on in-office collaboration.”
Not only does hybrid work objectively not result in a productivity decrease, but there’s every sign that the renovation and preservation of workplace culture is an area ripe for digital transformation.
What if the benefits of remote work could be compounded by the kind of culture that fosters the kind of collaborative and social benefits touted by those advocating for a return to the office?
Transforming the digital employee experience
In a recent op-ed in WIRED UK, Dell Executives argue that “As our experience of work grows more and more digitised, the technology provided by employers has become a key part of a company’s culture—but many aren’t treating it that way.”
The pain points inherent to the in-person office are being replaced by “glitchy collaboration tools and dated software.” A poor DEX is not only detrimental to business outcomes, but it can have a negative impact on employee wellbeing. However, the CEOs arguing that a return to the office is necessary to save their company’s culture have glommed onto the wrong idea. This is assuming they’re arguing in good faith, of course.
DEX and a new kind of culture
“Digital employee experience is no longer a ‘nice to have’,” says Margarete McGrath, an exec at Dell Technologies. She explains that any company looking to retain top talent must have a reliable DEX strategy. “By providing employees with a seamless, intuitive and personalised digital experience, organisations can create a culture of innovation and collaboration that drives business success.”
Dominic Holmes, principal consultant at Cornerstone’s thought leadership and advisory services practice, agrees. “Technology is what can make this next-generation workplace a practical proposition,” he wrote in a recent op-ed. “A high-performance workplace environment is one that is dynamic, viable and focused on growth. So, businesses that want to embrace cultural transformation must also embrace technology,” he added.
With the right DEX, employers can remove the boundaries that prevent them from creating new kind of a workplace culture. This new kind of culutre fosters creativity and collaboration without dragging everyone kicking and screaming back to a world of hour-long commutes, grey-walled cubicles, and casual Friday.
Those who manage it will have the best of both worlds, higher staff retention, and better business outcomes. Those who don’t may find themselves increasingly lonely in very big, very empty offices.
- Digital Strategy
- People & Culture
