bcg workplace of the future survey
This Future of Work Survey allowed us to assess how remote working has flexible models. Door of Clubs: What 5,000 Gen Z’ers Tell Us About the Future of Work 2 For many, this means embracing agile behaviors and mindsets in order to lead and empower cross-agency agile teams. Related Expertise: Governments can also tap into the growing desire for purpose-driven work, an area where they have a natural advantage over the private sector—although not a monopoly. BCG India’s latest report ‘From Intention to Impact: Bridging the Diversity Gap in the Workplace’ examines the reasons for this trend and suggests how these issues can be addressed. Perhaps most challenging, but with the highest payback, will be figuring out how to maximize the social connectivity that takes place in the office. And collaborative productivity is essential for any company looking to improve communication, increase efficiency, accelerate skills acquisition, or harness innovation. By enabling staff to collaborate across siloes and empowering them to make decisions independently, the pilots achieved more efficient public-sector loan writing and a 10-point increase in staff engagement. Many companies are experimenting with new approaches, as P&G Indian Subcontinent is doing by inviting employees to webinars with emotional well-being experts, according to a recent report from the Economic Times of India. People Strategy, Over 70% of managers said they are more open to flexible models for their teams than they were before the pandemic. It can be an outcome that drives productivity, value and impact by unlocking human potential and creating an organization that is resilient to risk, fit for the future and grounded in meaning for workers whose identity will drive sustained results. What digital tools do employees need in a non-office-centric workplace—particularly to support collaborative tasks? But the key questions and examples featured here provide a starting point for consideration so that companies can enhance productivity whenever and wherever work is happening. https://business.linkedin.com/talent-solutions/blog/work-flexibility/2020/ways-you-can-make-remote-workers-feel-included . One financial services company told us it believes a hybrid model (rather than 100% remote) would likely be the working model of choice for many of its employees, who see 100% remote work as unsustainable. What’s more, this applies across geographic areas as well as to both remote employees and those who have remained mostly onsite—indicating that changes to the ways of working are having an impact across the board. Meanwhile, with 29% of respondents telling us they have experienced worse overall mental health during COVID-19, it is imperative for employers to create awareness and develop tools and benefits that support employees’ needs. Managing Director & Senior Partner; Global Leader, People & Organization Practice; former BCG Fellow, Knowledge Business Director, People & Organization Practice. Canada’s Free Agent Program, for example, retains high-performing staff by offering them the ability to select projects that match their interests so they can contribute in a way that’s personally meaningful. BOSTON—An international Boston Consulting Group (BCG) survey on employee sentiment reveals that productivity can be maintained surprisingly well in a virtual or hybrid work setting, according to a new BCG article, What 12,000 Employees Have to Say About the Future of Remote Work. Future leaders will also need to understand the potential impact of government interventions on complex, interrelated systems—and effectively collaborate across government agencies and with the private and social sectors. To access in-demand capabilities, governments can form partnerships with organizations outside the public sector. Harvard Business School’s Project on Managing the Future of Work and BCG’s Henderson Institute, 2018. And that’s important, not just for employees at home but for those onsite, where social-distancing practices and the fact that many colleagues are accessible only via video will hamper the kind of social connectivity that took place before the pandemic. This includes forecasting future workforce needs, identifying capabilities gaps, and developing strategies to address these gaps. Furthermore, our survey suggests that employees miss the connectivity they had with colleagues in the office. Social Connectivity. It has also created a “Random Room” on Google Hangouts where anyone can drop in, mimicking unplanned social interactions or water cooler moments.1 This means organizations need to recruit differently than they have in the past and offer more robust opportunities for growth. BCG Research congratulates the 149 Skilled Nursing Facilities and Assisted Living Centers who were recognized through the 2020 AHCA/NCAL Quality Initiative Recognition Program for achievements in Customer Satisfaction!. Notes: We found four factors that correlate with employee perceptions of their productivity on collaborative tasks, whether working remotely or onsite: social connectivity, mental health, physical health, and workplace tools. This means promoting positive healthy behaviors in the remote and hybrid workplace. The survey, conducted in the US, Germany, and India, also shows that there is significant appetite for flexible ways of working … However, governments often do not sufficiently invest in learning and career development opportunities. The City of Chicago teamed up with insurer Allstate to develop a data-driven model that helped health inspectors monitor food establishments, allowing them to zero in on health violations more quickly than ever before. Digital HR, When we asked respondents about their satisfaction with tools such as videoconferencing, virtual white boards, and project management software, we found another powerful driver of productivity: employees who are satisfied with their tools are about twice as likely to have maintained or improved their productivity on collaborative tasks as those not satisfied with their tools. Given the ubiquity of digital technology in the traditional workplace, the virtual or hybrid version needs to replicate this. Companies can also try to make virtual team activities fun. Initiatives range from helping employees to create comfortable workstations by giving them allowances for the purchase of equipment to delivering technology and office equipment to their homes and subsidizing their broadband costs. 82. To retain digital-age employees seeking greater autonomy and empowerment, it is particularly important for governments to create an innovative, collaborative, and agile culture. All qualified applicants will receive consideration for employment without regard to race, color, age, religion, sex, sexual orientation, gender identity / expression, national origin, protected veteran status, or any other characteristic protected under federal, state or local law, where applicable, and those with criminal histories will be considered in a manner consistent with applicable state and local laws. In the following sections, we present some of these questions, along with examples of solutions that could spark ideas. to lose ground with every step. All rights reserved. All rights reserved. (See Exhibit 3.) Investments in physical infrastructure, support (such as daycare), and digital technologies will of course be essential. When it comes to promoting good employee health, companies need to focus on both physical health and mental well-being. Several significant trends are radically transforming the way government employees carry out their daily responsibilities, including a shift toward a more digital and agile mindset in the workplace and citizens’ expectations of a seamless digital experience across government services. To be prepared for the future, you have to understand it. In fact, BCG’s recent Workplace of the Future employer survey found that companies expect about 40% of their employees to follow a remote-working model in the future. That’s a difference of almost 400%! Boston Consulting Group partners with leaders in business and society to tackle their most important challenges and capture their greatest opportunities. In fact, BCG’s recent Workplace of the Future employer survey found that companies expect about 40% of their employees to follow a remote-working model in the future. Even prior to the pandemic, remote working was a well-established trend as employees became less dependent on the physical office to successfully perform their jobs. For example, the US Office of Personnel Management’s Center for Leadership Development offers training for aspiring government leaders in subjects such as the fundamentals of human-centered design and resiliency 2.0, alongside more traditional leadership courses. These can either be offered as benefits or be built into the workday itself. The good news is that companies have already been investing heavily in the tools needed to work remotely. © Boston Consulting Group 2020. This experience is yielding fascinating insights that have significant implications for the way we should organize work. 58 % Of the workforce expects to be working from home at least 8 days a month. Artificial intelligence, automation, and robotics will make this shift as significant as the mechanization in prior generations of agriculture and manufacturing. One way to increase mobility is through labor-sharing platforms that allow employees to discover new government job opportunities. Credit Suisse uses analytics to predict which employees are most likely to quit (on the basis of variables such as team size, managers’ performance ratings, and length of time in a role). Some 75% of employees said that during the first few months of the pandemic they have been able to maintain or improve productivity on their individual tasks (such as analyzing data, writing presentations, and executing administrative tasks). Understanding the drivers of productivity in this new environment and designing appropriate, sustainable working models are crucial to the success of work—both today and tomorrow. Increasing mobility across government contributes to richer career paths, greater employee engagement, and a better match between talent supply and demand. Social connectivity, it turns out, is what enables us to be collaboratively productive. High performers should be given opportunities to move laterally and work on new challenges in other agencies, for example. Combined with our findings on what drives employee productivity, this underscores the fact that listening and responding to what employees want are essential to a company’s success, including its ability to attract and retain talent. BCG was the pioneer in business strategy when it was founded in 1963. These efforts continue to be scaled up. countries in workplace inclusion. And that is not only good for business—it is good for people. Governments can A CEO’s Guide to Leading and Learning in the Digital Age in three main ways: they can build it, by developing skills internally; buy it, by hiring; or borrow it, through the use of temporary or contract employees. What’s more, when we analyzed what lay behind the survey results, we uncovered key factors that are critical to maintaining and improving productivity in hybrid remote/onsite and completely remote settings. One tech industry respondent said that “having a desk setup the same as the office and home with the same connectivity” is essential for him in maintaining productivity, while other respondents reported that digital applications and tools such as videoconferencing are important to maintaining their productivity levels. Remarkably, however, instead of finding a collapse in the functioning of business, our research reveals something few might have predicted: employees perceive that their productivity has predominantly stayed the same or even improved. Similarly, survey responses show a correlation between mental health and productivity: people who have experienced better mental health during the pandemic than before it are about two times more likely to maintain or improve their productivity on collaborative tasks than those who have experienced worse mental health. Indian companies recognize the need for a more diverse workforce and have initiated pro-grams to drive inclusion. 1 But participants in a BCG global survey … As described in a recent post from one of our BCG leaders, the serendipity of impromptu hallway or cafeteria-style meetings can be recreated by randomly FaceTiming team members to ask how they are doing. In May 2018, the BCG Henderson Institute surveyed 11,000 workers in 11 countries: Brazil, China, France, Germany, India, Indonesia, Japan, Spain, Sweden, the United Kingdom, and the United States. https://business.linkedin.com/talent-solutions/blog/work-flexibility/2020/ways-you-can-make-remote-workers-feel-included. Our survey found the pandemic has forced employers to move an unprecedented share of employees—some 40%—to remote working. How do you create team-level work-life balance? Boston Consulting Group X Indian Pharmaceutical Alliance 2 What 12,000 Employees Have to Say About the Future of Remote Work, This crisis has presented a once-in-a-lifetime opportunity to, designing appropriate, sustainable working models, How to Remain Remotely Agile Through COVID-19, BCG’s recent Workplace of the Future employer survey, https://business.linkedin.com/talent-solutions/blog/work-flexibility/2020/ways-you-can-make-remote-workers-feel-included. But to benefit fully from the changes, organizations need to focus on helping leaders, managers, and employees to promote physical and mental well-being and—most important—virtual social connections. These AHCA/NCAL members used BCG Research to collect, calculate and download their CoreQ scores to achieve this recognition. While governments face many challenges as they prepare their workforce for the future, these five fundamentals of talent management have the potential to transform the way governments function from top to bottom. But while some respondents did report such a drop, a surprisingly large number said they have been able to maintain or even improve their productivity. In response, it piloted agile project teams designed to boost employees’ morale and encourage collaborative decision making. Others are organizing visits to leading companies and NGOs to observe best practices in action. But the standard talent management strategy is sorely outdated. A government’s existing talent base is one of its greatest assets; smart investments in this workforce will pay dividends for many decades to come. SWP requires two things governments often lack: accurate data on the workforce and an HR team with advanced-analytics capabilities. It sounds counterintuitive, but by 2030, many of the world's largest economies will have more jobs than adult citizens to do those jobs. One of the few certainties coming out of COVID-19 is that it will have a lasting impact on how people work going forward. Patients Prescribers Medical Representatives/ Pharmacos Pharmacy. Similarly, government HR can leverage employee data to tailor acquisition, retention, training, and engagement initiatives to individual employees. When part of the team is in the office and part of it is at home, how do you develop norms to ensure that everyone feels included? When employees are working remotely, it is hard to replicate the spontaneity of the “water cooler moment” or the camaraderie created by an impromptu lunch, a hallway conversation, or even a fire drill. The Singapore government launched GovTech Hive, a multidisciplinary team of data scientists, designers, and engineers, to foster a startup-like culture that delivers innovative services across government agencies. Survey question: In my company, we have a clear understanding of which digital capabilities will be needed of employees in the future. Our findings provide compelling evidence of this: employees who have experienced better physical health during the pandemic than before it are about twice as likely to have maintained or improved their productivity on collaborative tasks as those with worse physical health. Yet they should take heart: investing in these changes will likely pay off—and may be nothing short of essential to their competitiveness in the future. BCG’s survey shows that optimising plant processes is expected to be even more fundamental in the future, with 97% of automotive respondents acknowledging that lean management would be highly relevant in 2030, in comparison to 70% when surveyed. Can introduce new behaviors in select pockets and then embed this culture broadly. Have significant implications for the way employees are working remotely while others are onsite 10,000 people in our Research 60... Interacting with clients ), and many others created, almost all will change collaborating with... And whose physical workplace is shifting beyond recognition that managers appear receptive to flexible models employee desires flexibility! For effective strategic workforce planning ( SWP ) coworkers, working in teams and. The workforce and an HR team with advanced-analytics capabilities select pockets and then embed culture! 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Million to $ 100 million in annual savings: accurate data on the workforce and an HR with. This crisis has presented a once-in-a-lifetime opportunity to reinvent the workplace has undergone a dramatic shift that is changing... Space to varying perspectives on a given issue select pockets and then embed this culture more broadly work 2030... For those working at home, how do you create the sense a! Rewarded performance appropriately collaboratively productive both physical health, companies need to have people who ability to perform well the.
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