Reshaping work: addressing key societal trends
The Great Resignation, quiet quitting, gig economy, flexible working, mental health, purpose – we’ve seen a multitude of workplace trends accelerate and intersect over the last few years. But what do they mean to you and your business?
The CIO Customer and Employee Experience Forum UK took place at Conrad London St James on Thursday 21st March. Natalie Whittlesey, our C-suite engagement director, moderated a discussion on the key societal trends reshaping work, with a panel of tech leaders made up of Elizabeth Akorita (Department for Science, Innovation and Technology), Andrew Barber (Surrey and Sussex Police) and Jacqueline Joel (Superdrug). Here are the key takeaways.
Redefining boundaries
Before the pandemic, many organisations turned a blind eye to workplace boundaries. Those boundaries got particularly blurred during the pandemic, where people felt obliged to work extra hours as they weren’t doing a commute. Isolated while trying to balance work with their life outside work, people were more likely to experience anxiety, burnout and mental health problems.
We’re now seeing widespread hybrid working, greater flexibility, and a focus on wellbeing and inclusion. The way you do your work, and the boundary between your work and home life, have become enshrined within company policy. Now, people are emboldened to articulate their needs within the workplace and if these needs are not met, they’re likely to move on.
Is flexible working a panacea or a placebo?
Flexible working alone is not the great leveller we all hope it will be. How you set up your working and home environment is vitally important to effective flexible working. During the pandemic, Jacqueline found herself balancing a full time job with a master’s degree. One of the findings from her study was that invariably, the shared space in a house was a woman’s workplace, while men were more likely to use an office, and therefore have boundaries.
Women also tended to miss their commute more because they valued the transition time from their home space to their workplace. The cognitive load was particularly challenging for those going from a stressful call to dealing with a crying two-year-year old, without any transition from one to the other. There was a feeling that more needs to be done to help people understand the importance of setting up boundaries, assigning a defined space for home and a space for work, so they can switch between the two.Don’t just take our word for it…
How these trends have changed leadership styles
These changes in the workplace have caused many managers to reassess their approach to leadership and how they balance their work and home life. Leaders often have their Teams calls at home rather than when they’re in the office, instead using the office as a collaborative space where they can catch up with colleagues. Ensuring your team is physically present for team meetings strengthens collaboration and helps build relationships across the teams. As a leader, it’s important to maintain a healthy mix between home and office time, and ensure your team understand that you’re accessible wherever you are. But it’s only by being present and showing you care for your people that you can understand what they’re going through in their daily life.
When you’re a leader, your team observes and mimics your behaviour. Be conscious of the importance of role modelling the behaviour you want to see from your team, whether that’s sticking to working hours, blocking out lunch breaks or not responding to emails when you’re on leave. Plus, the managers who work for you will be more likely to adopt this approach with their teams. If a leader frequently logs on after hours, there’s a danger that their team will feel they have to do the same.
Being open about yourself, your life and your family is key to maintaining the boundary between work and home life. Encourage your team to be transparent about their external responsibilities, whether they’re going on the school run or attending a therapy appointment, and to make it clear that they’re not contactable during those times. The result is that their colleagues around the organisation will respect their needs and avoid booking in meetings. Role modelling the right behaviours really impacts your culture. At the same time, it’s important to recognise that some people actually want to work late, which is fine as long as it’s their individual choice.
Providing a positive workplace
Creating a sense of community is particularly important in a hybrid working environment. Your people need to feel that they belong. Kudos Fridays at Superdrug allow members of the team to show gratitude to their colleagues. It’s about reaching across boundaries and recognising that everybody contributes to what you do. Surrey and Sussex Police have introduced wellbeing dogs to raise the mood around the office.
Monetary rewards can still be incredibly powerful, particularly in an organisation with a small turnover of staff. Staff at the Department for Science, Innovation and Technology have quarterly pay reviews and are encouraged to nominate their peers for good work, and further financial rewards.
Remember the value of celebrating success. In meetings, ask your team if there’s anything they’d like to celebrate. Making this a regular feature will take their thoughts away from daily challenges and BAU, and provide a positive backdrop to the discussion.
Conclusion
Recent trends such as the Great Resignation and the hybrid working revolution, accelerated by the pandemic, have reshaped our idea of the workplace. By providing our people with a workplace that caters to their need for flexibility, looks after their mental health and ensures they’re included, we can create a positive team environment where everyone has the tools, the freedom and the support to succeed.
A big thank you to Natalie for moderating, to the panellists for sharing their wisdom and to CIO.com for hosting. If you’re a tech leader looking for advice on how to provide the right working environment for your team, InX, our executive search and interim management brand, can help. Please contact Natalie or a member of our team.
