Diversity, fairness and belonging have quickly become corporate buzzwords, and for good reason. For too long, in too many places, opportunities have been denied. At the same time, most jobs in the knowledge economy remain concentrated in a few elite, extremely expensive places.
We have long needed a new vision of work, about who works where, when and how. Fortunately, we have the opportunity, once in a generation, to fundamentally reshape all of this. There is plenty of evidence to support the business case for greater diversity and better integration. According to the research firm Gartner, 75% of companies whose front-line decision-making teams reflect a diverse and inclusive culture will exceed their financial goals in 2022.
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DMA and DSA: the European Parliament and the Council are preparing to negotiate
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What opportunity do we have, and why now? The pandemic has taught us that the businesses that thrive are the ones that shed all the bad habits before the pandemic and began the process of reinvention, without a physical foothold. And that’s not all: with increasing competition and near universal exposure to the benefits of hybrid and remote working, we won’t be looking back. According to Future Forum, 76% of knowledge workers want to be able to choose their workplace and 93% their hours. Only 17% of employees currently working remotely want to return to the office full time, compared to 44% of senior managers.
A recent investigation French shows that 38% of employees would be ready to resign if their current employer forced them to come back to the office five days a week. This trend is even stronger for the new generations, since this figure rises to 75% for those under 35.
If it is better for the results and for our employees to remove obstacles and promote flexibility at work, what should we do?
First of all, we need to embrace flexibility within our organizations: flexibility of hours and place of work. Our working model with a typical 9am to 5pm day in the office has long reinforced the benefits of those with more privileges and resources, to the detriment of those already struggling against the limits of the system. By breaking out of the physical office, we empower leaders to attract more people and more diverse candidates (in terms of perspectives, locations, experiences), who outperform their leaders. uniform counterparts.
We also need to harness the tools that break down silos within companies. Transparency of information and ideas can help reduce the change of method, bond and build trust, and empower different people to work in the way that works best for them. (Studies have shown that introverts, for example, have been more successful and productive working from home.)
Bringing colleagues together face-to-face certainly has advantages, for example for team cohesion and some creative work. It will not go away. There are challenges in remote and distributed working, especially in the area of human resources, where geographic areas of talent are expanding. Whether it’s learning on the job, first meeting colleagues, or the 90-day learning curve, leaders need to consider all elements of a new onboarding experience. employee, with a focus on connection and inclusion. Technology is crucial; we need platforms, apps and people to communicate seamlessly, and we need to provide tools to facilitate employee experience and success. The right tools can help streamline routine onboarding processes and allow employees and managers to focus on what matters: the massive, creative, connected and collaborative work of humans.
There has long been an assumption (a myth) that face-to-face meetings are the best way to collaborate. This has led to a proximity bias, the idea that employees who are physically closer to their team and their leaders are seen as better workers. The pandemic has demystified this idea. Businesses have been even more productive and employees have discovered a better work-life balance by working from anywhere. We don’t need to be in the same room – or the same Zoom – to achieve great things, especially with clear and open communication in a seamless digital HQ.
We know there is a better, easier, and more enjoyable way to work and improve the employee experience. It requires creativity and breaking free from the habits that have bound us for generations. We cannot look back, with rose-colored glasses, the way things were before the pandemic. We must look to the future, with lucidity, vision and ambition, drawing on the power of inclusion and diversity – of people and places. Every element of the employee experience should be flexible and transparent, harnessing the power of technology to shape the future.
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