The remote work boom has left some managers out of touch with workers, many of whom are struggling. (Photo: Shutterstock)
Last year's scramble to have workers do their jobs remotely resulted in a revolutionary new way of thinking about work, and a year later, many companies are looking at the possibility that many workers will do both remote and onsite work going forward.
A new analysis from Microsoft explores this new landscape: a blended model of work that will still has many unknowns. In their report, "The next great disruption is hybrid work—are we ready?" researchers noted that unexpected popularity and productivity of remote work means there's no going back—but a totally remote model isn't practical for most employers. What many companies are considering is a combination of the two.
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"We know two things for sure: flexible work is here to stay, and the talent landscape has fundamentally shifted," the analysis said. "Remote work has created new job opportunities for some, offered more family time, and provided options for whether or when to commute. But there are also challenges ahead. Teams have become more siloed this year and digital exhaustion is a real and unsustainable threat. With over 40% of the global workforce considering leaving their employer this year, a thoughtful approach to hybrid work will be critical for attracting and retaining diverse talent."
Emerging trends with remote work
The study outlined a number of new trends that have emerged with remote work. First, flexible work is here to stay, with high demand for both remote work options and a desire for more in-person teamwork. Secondly, the remote work boom has left some managers out of touch with workers, many of whom are struggling (this is especially true of younger workers in Gen Z, the study found). A related trend is that remote employees are not managing their workload well, with nearly 40% saying they feel exhausted in one survey. The move to remote work has also resulted in shrinking work networks, as online workers have tended to focus on trusted partners.
Some brighter notes have emerged as well: remote work makes for more authentic work experiences, as working from home encourages a "whole-self" approach. And the shift to remote work has opened up new possibilities in acquiring and retaining talent: the report noted that now workers can be located anywhere—giving talent acquisition a geographic reach that it didn't have before. In addition, people who have disabilities or other challenges such as lack of transportation options are now much more accessible as talent.
The Microsoft article quotes Karin Kimbrough, Chief Economist at LinkedIn, who said, "This shift is likely to stick, and it's good for democratizing access to opportunity. Companies in major cities can hire talent from underrepresented groups that may not have the means or desire to move to a big city. And in smaller cities, companies will now have access to talent that may have a different set of skills than they had before."
Charting a new course
The Microsoft report outlines a number of strategies for business leaders as they shift to a hybrid model of work. These include:
- Create a plan to empower people for extreme flexibility—determine the needs of workers and find a balance between remote and in-person work.
- Invest in space and technology to bridge the physical and digital worlds—this means not only equipping employees to work from remote locations, but making in-house work more attractive and flexible.
- Combat digital exhaustion from the top—making work/life balance a priority will be essential for C-suite leaders in retaining their best workers.
- Prioritize rebuilding social capital and culture—the study called from a more proactive approach to building networks and providing social support.
- Rethink the employee experience to compete for the best and most diverse talent—the report noted that employers will need to meet the new set of employee expectations in order to recruit and retain the best workers.
"There's no doubt that challenge and uncertainty lie ahead," the study concluded. "But this moment also offers leaders a powerful opportunity to unlock new ways to achieve everything from wellbeing and work-life balance to an inclusive and authentic company culture — and experience better business outcomes along the way."
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