How to Effectively Respond to the New Way of Working

As a result of the last couple of years, the way we work has obviously changed. Individuals have been affected, and organizations have been forced to change how they operate. As such, HR practitioners and employers are rethinking day-to-day functions and what they offer employees in terms of employee benefits and work structure.

While we often hear people complaining about the last two years, we are all a little more resilient and stronger than we once thought possible. However, that resilience has prompted employees to ask questions about the decisions made in the workplace. Why are you doing this? Why is this process needed? And employers need to be prepared to answer a few of those why’s as they come up.

Three considerations are essential right now: location, flexibility, and DEI issues

Setting aside the debate surrounding in-person, remote, and hybrid work and which one is “better,” employers must consider how employees work in these different environments — what they need and want. Moreover, logistical concerns come with a “work from anywhere” policy that will need to be addressed. With our heightened focus on work-life balance, flexible schedules are more in-demand than ever, and employers will need to address this through new lenses. And more employees and job candidates desire a focus on DEI issues in their workplace.

Location, location, location

When it comes to remote working, most employers have heard the following, “I have the technology to work from home. Why can’t I work from anywhere?” However, it’s a bit more complicated than that.

While many employees can technically “work from anywhere,” there are implications when an employer enters a new state. For starters, employment laws often vary by state, occupation, and classification of employees. There may also be varying benefits offerings, disclosure requirements, and eligibility terms. It is also common with commuter benefits to have state or regional ordinances. These are all based on where the employee resides.

There are also impacts on benefits implications. Insurance is also state-regulated. When an insurance plan is put together, it has certain conditions based on where it’s offered. Additionally, employees want health coverage that represents where they live, not necessarily the corporate headquarters location.

Finally, look at employee locations and the effectiveness of collaboration. Managing teams and communications across multiple time zones can be challenging, mainly depending on the interaction needed to complete the work. For example, if you have an employee in NYC and another in Hawaii, that’s a 6-hour time difference. Collaboration between those employees may be limited to the two or three hours per day their core business hours overlap.

Learning to be flexible

The need for flexibility has caused many to seek out new employment opportunities. It’s become more about choice and having a job that aligns with personal goals and needs. This doesn’t mean in-office work is dead. But, it’s unlikely to look the same.

Flexibility can be incorporated in several ways to meet employees’ changing needs. Some employees would like the option to work from home instead of calling in sick. Part of this comes from the guilt or pressure they would feel if they were not performing their job responsibilities. Before the pandemic, working from home was often limited to rare occasions, like when a child was sick. There were often negative stigmas around working-from-home. The pandemic has shifted this mindset and forced many to adopt hybrid work solutions, even if only temporarily. The McKinsey and their Future of Work study finds that 20-25% of the workforce can work remotely three to five days a week without losing effectiveness.

In hybrid arrangements, if employers are driving an in-person requirement (instead of the employees), it is essential to understand and communicate the purpose. Is it to promote collaboration, training, cultural support, or team connectedness? These are valid reasons for wanting an in-office presence, but it helps to clue employees into the ‘why’. On the flip side, many companies are reducing their office space and may switch to fully remote or invest in collaboration spaces instead of a dedicated office. When it comes to managing a hybrid strategy, it’s a delicate balance, and making it successful will require deliberate action.

Attention to DEI 

As more attention is being paid to diversity, equity, and inclusion (DEI) across industries and in mainstream culture, organizations increasingly recognize the need for DEI in the workplace. DEI encompasses a wide range of initiatives to promote equality and inclusion in the workplace. These can include increasing the representation of underrepresented groups, improving communication and collaboration, and creating an overall culture of respect.

DEI is essential for the employees who directly benefit from these initiatives and the organization as a whole. A more diverse workforce can lead to improved creativity and innovation, increased productivity, and a better understanding of customers and markets. As the workforce becomes more diverse, DEI will become even more important. Organizations that fail to embrace DEI will find themselves disadvantaged in attracting and retaining top talent.

The bottom line

Workplaces are changing, and employers must adapt. Employees want different things from their jobs, and the traditional office is no longer the only option. With a remote workforce, there are new logistical concerns that must be addressed, but with careful planning, these can be overcome. Companies focusing on diversity, equity, and inclusion will find they have an advantage in recruiting top talent who want to work for organizations that value these issues. Look holistically at the needs of your workforce and organization to help make the best choices for everyone.

Becky Seefeldt is vice president of strategy at Benefit Resource.