实际上所有预测预期大流行后的劳动力将相对较偏远 - 即几乎所有公司都会在其前大流行前基线水平方面经历偏远工作的增加。

一种S.pandemic restrictions ease, company leaders need to make decisions about how to achieve an optimal remote work strategy. Unlike the reactive shift that began abruptly in early 2020, the coming shift可以积极主动和故意。然而,在一个recent PWC survey of 133 US executives, nearly one-third described their approach to post-pandemic remote work as “going with the flow.”

Rather than simply shifting operations “back to normal,” we urge leaders to think about how they can leverage recent remote-work experiences to intentionally plan for a remote/hybrid workforce in the future. Leaders must think strategically about their remote work policies and practices going forward. And, whether you lead a company or a small team, now is the time to start planning.

我们的研究,执行教育和企业咨询经验表明,关键决策领导者将面临两大类:公司政策和管理惯例。下面,我们看一下每个类别中的每个类别的关键新兴趋势。

Company policies

主动执行遥控工作可能需要更新公司政策以满足分散劳动力的需求。随着公司重新考虑现有政策,他们需要解决以下问题。

您组织的远程工作的正确混合是什么?

可能的场景包括主要偏远的混合动力车(办公室兼职,通常每周两到三天),或主要办公室设置。要确定组织的最佳政策,领导者应考虑以下战略考虑因素:

  • 工作的本质。Independent tasks — that do not rely heavily on collaboration or coordination with others — are ideal for remote work. Highly collaborative work can also be successful remotely, but需要更多的努力来管理。显然,一些工作根本无法远程执行,但这些工作可能少于您的想法。公司不断延伸遥控器的界限,与技术一样机器人和增强现实being used to enable remote机器维护在制造业中,甚至一些医疗放映和诊断功能
  • Experience level of the workforce.新的员工或最近推动的人通常从办公室的初始时间内受益,无论是建立关系,都可以更容易吸收办公环境的隐性知识。如果劳动力主要是远程,同步虚拟方向会话或现场撤退可能是有益的。
  • 员工偏好。Individual choices should be taken into consideration given differences in个性和偏好用于遥控工作。虽然一些员工现在可以表示偏好,但这些对话应该重新审视作为工作模式和常规规范化。
  • Real estate costs and carbon footprint.Less may be more to position for sustainability or scalable growth.

您是否准备好考虑任何地方(WFA)政策的工作?

这将使员工能够生活在他们所希望的任何地方(通常在一个规定的地区,例如美国或欧洲联盟),只要他们能够为公司提供工作。关于WFA的早期研究表明,授予地理灵活性使员工能够追求与“住宅满意度”相关的更大的生活目标,并这一利益may actually increase employee productivityrelative to WFH conditions.

WFA的战略考虑因素包括增加人才库的潜力,以及competitive recruitment员工高度追捧。公司领导也需要决定如何最好利用异步工作在管理与调度和任务协调相关的挑战的同时在WFA环境中。国家特定的tax consequencesare also likely to evolve depending on the number of employees and roles performed while working from home.

您如何保持强大的公司文化?

Company可能需要加强文化or refined as work transitions to more remote/hybrid models. Spreading knowledge of the norms, values, and assumptions important to the organizationbecomes more difficultwith a distributed workforce.Recommendations for sustaining culturein a virtual environment include town halls and special lunches to build shared experiences, pulse check surveys to check whether shared values are coming across to employees, and intentional communications about programs and initiatives important to the organization.

需要更新哪些人力资源策略?

Companies considering fully remote or hybrid work may need to change a variety of human resource policies and practices:

  • Recruiting strategies may need to focus onnew or different skills and competencies对于潜在的候选人,例如自我激励,倡议和有效的虚拟通信。
  • Compensation decisions, such as adjusting salaries for working from home and scaling pay relative to geographic offices, are important to consider. OneS.urveyindicated that around 44% of employees would be willing to reduce their pay by 10% to work remotely forever. Some companies such asFacebook and Twitter已经宣布他们将调整雇工的工资吗es who choose to move away from their headquarters to areas with lower costs of living.
  • Benefit programs may be adapted to reflect theS.hift from traditional on-site perks到更远程选项。例如,我们的一家公司联系人已经开始收到一家公司提供的佩尔顿订阅作为以前的健身成员福利的替代品。

需要提供哪种新培训?

公司越来越意识到遥控工作的社会和关系方面的培训至少与技术和公司政策的培训一样重要。最近的结果S.urvey显示64%的高管计划投资培训领导人来管理更虚拟劳动力。我们的own research发现,在大流行之前,只有30%的公司培训了虚拟工作技能的员工,并且培训压倒性地专注于软件技术和公司政策。

We recommend that companies provide training on关系S.kills known to enhance remote work, including: establishing working norms, building trust, effective virtual communication patterns, and incorporating social elements into virtual work relationships. For example, training onbursty communications,在给出的想法和快速提供的响应,可以提供随着这些通信突发而产生更高的生产率和更好的远程团队结果。此外,培训管理混合队will be valuable in maintaining equity between remote and on-site employees.

Management practices

In addition to company policy, organizations should consider adapting management practices and behaviors to a remote or hybrid work environment. Here are a few questions that managers should think about as part of the transition to a longer-term remote workforce:

How can you foster a healthy remote-work climate?

长期管理偏远或混合劳动力的最重要方面之一将建立一个鼓励偏远工人的组织气氛。(组织气候与组织文化不同,指的是员工对他们的工作环境的看法。)

One effective tool is a leader-supported declaration of organizational expectations related to remote work. For example, in the early days of the pandemic, IBM employees created a “work-from-home pledge” that specified company norms such as how to communicate and treat each other while working remotely. This grassroots initiative was ultimately由IBM的首席执行官提供支持,它为该组织的其余部分提供了强大的信号,关于接受的遥控规范。相似的领导者领导的支持性陈述和行为可能产生重大影响论大流行后发展的遥控气候。

您如何帮助员工管理竞争工作和生活优先事项?

In a remote or hybrid work environment, leaders have the opportunity to help employees enact models to effectively manage work and life. Sometimes this involves demonstrating that the goal may not be to find a perfect balance, but more of a work-life rhythm that works best for them.

Employees watch their managers for关于如何做到这一点边界管理研究标识S.everal types of boundaries领导者可以帮助员工建立和维护,包括:

  • Physical/spatial (e.g., having a dedicated work space)
  • 时间(例如,找到工作的最佳时间)
  • 关系/人际关系(例如,同事们何时可以伸出援手)
  • 认知(例如,用于整合或分割工作的个人偏好)
  • 行为(例如,通过散步或静止的自行车骑行)

您如何创造出心理安全感?

研究表明,高性能的团队有一种心理安全感,员工觉得他们可以发表讲话,请求帮助,并在不受惩罚或排斥的情况下提供想法。心理安全在远程工作环境中有价值,并且在管理人员时可以增加:

  • 提出问题(例如在员工上签到看他们是如何做的),
  • Show vulnerability (sharing experiences, such as when you accidentally used a猫过滤器on an important video call)
  • 邀请所有团队成员参与(询问“您觉得怎么样?你对这个的看法是什么?我们错过了什么?)”
  • Encourage risk (letting employees try out new ideas, pitch new processes, etc)

您如何有意识地聘请员工?

研究表明甚至少量高质量的社交互动,例如那些展示同情或关注的人可以降低压力并改善福祉。重复出现这些interactionsthroughout the day can provide a归属感,减轻常见与遥控工作相关的隔离感。

一种S.tudyof remote colleagues indicated that a predictable communication cadence fosters productive and trusting working relationships. Managers can build cadence among employees by using meetings as员工的机会在社交上联系并通过共享歌曲,照片或有趣的事实来培养个性化关系。

In addition, leaders can establish practices for team collaboration.建立一个共享的心态对于分散和数字团队来促进共同的身份和共同理解。这可以通过设置团队目标来开发,提供共享信息上下文,并澄清团队的目的,类似于团队开发传统办公室环境S.。Events to proactively connect in-office and remote workers should be maintained as well going forward, such as virtual coffee chats and remote office hours.

您如何培养员工的信任和问责制?

一种fter the Covid-19 crisis has passed, managers may need to find ways to重新建立信任among remote teams on a longer-term basis. Because it is more difficult to know and understand employee actions and motivations in remote work, establishing competence and interpersonal trust can be challenging.

管理人员可以投资于技术,并更新与所需结果相关的目标和目标,并为这些目标产生反馈。例如,通用电气(GE)替换了一个名为的教练应用程序的性能管理系统PD @ GE.为员工提供实时信息和反馈。管理人员全年设置触摸点以建立问责制,帮助员工开发专业。重要的是,这些类型的技术不用于监测员工存在,而是提供分享信息和指导员工的机会。

随着我们返回大流行前的工作场所,关于宣传偏远和混合作用的战略决策是否进入最前沿。通过有意的规划,组织可以主动考虑公司政策和管理措施来改变他们的远程劳动力。现在是时候反思你和你的员工在过去一年中学到了多少,并利用你的新知识和经验来创造未来的最佳工作场所。