Kate Lister, Manuela Saragosa, Edwin Lane discussed on BBC Newsday

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Whether you should choose the days you get to come in. Or whether you should have them centralized. The problem is letting people chooses this. We know from survey data that not everyone's going to choose the same number of days. So, for example, women choosing 50% more days and survey data than men with did And we also know that when you work from home five days a week in a team where many people are coming in 34 days, your promotion rates of dramatically down You can see why that's going to generate a long run issue you're going to find basically, single young men are getting promoted women of young kids or not, you know you're gonna lose diversity in the workplace is not just gender be other things like people with disabilities, maybe people with strong religious views. Maybe folks that live far away from the office and that group of people discover that they're not getting promoted your lose them among senior managers. We want the diversity of views and opinions, and you're just gonna lose that by letting people choose. So what is it about not being in the office, for example, someone who's not in the office but is producing the work. Why should they be worried about being discriminated against? So When I've talked to firms, they usually say there are two factors. The first is honestly, they're forgotten about. They're not in the room. They're not around and promotion decisions that discussed. Of course, you can help to fix that. You could train against that so many ways that is long run flexible. The other issue is much harder. Which is they say, you need to be in the office and around to absorb the company culture to know off your coworker. Strengths and weaknesses are denounced going on and you know what you might have thought, well, waste of time. Coffee breaks and drinks after work. A lunch is actually turn out to be pretty important if you want to be a manager. And that is much harder to deal with, And I think it really means if you're fully remote, you may be more productive your current day to day activities, but you may be missing out in the sense on some of the Skills building and knowledge accumulation. It's important to be promoted upper level. So what is the answer? Then? Is the answer for an employer to say, Okay, you could work for home or to establish which days people should come in something to make sure that everyone is in the same time on same day if they are going to be hybrid working. The answer is hybrid working, but make sure within the same team people come in on the same day, so 10 of us worked together. We should all be in on the same day that a avoids people being, you know, forgotten about and passed over for promotion because they're staying at home and be a voice is horrible, mixed mode where some of us is zooming in and other people in the office and the others. You know that's horrible. So within the team, you just need to agree in advance Wednesday and Friday sale Tuesday Thursday. We're gonna work from home, and that's The way it's gonna be economist Nick Bloom of Stanford University. Well, given all those reservations and issues could it be that firms everywhere may embark on remote working in the next year, only to drop the idea further down the line over to Kate Lister. She's president of Global Workplace Analytics consultancy that helps employers manage remote workforces is remote working as Goldman Sachs CEO David Solomon said an aberration. Yeah, well, he's in the minority. Comptel you from our clients from our research from what we're seeing companies do we owe the genie's out of the bottle? 80% of people have wanted to work from home for the last decade, and if anything that has increased during the pandemic, something like 88 to 90% globally. Of office workers say they would like to continue working from home. In fact, the majority of people want hybrid 10% want to be in the office full time about 15 to 25% want Toby remote, full time and the balance want that mix of 2 to 33 to four days a week in the office, and that's what companies are settling on that hybrid model. There are concerns that want their people who work remotely, and those who choose to go in the office might find that, for example, remote workers aren't promoted as quickly or as easily as those who choose to go into work. It could become a legal minefield. Yes, but then well, I think we have to remind ourselves this is not normal, remote work. People don't normally do it full time. Organizations usually have time to prepare for it and to think about those things, so as we go back, and we embrace him or hybrid model, ah, lot of the issues that people are having about loneliness about missing the company culture. Those things are going to mitigate themselves. The other issues were hearing are, as you say, people worried about their career prospects that you know they'll be this sort of haves and have nots in those who come to the office are going to get preference. It's something that company's really need to be intentional about. They really need to make sure that they don't create that divisive culture. The other thing is younger people are having the hardest time because they miss that sort of subtle grooming that goes on when you are in the presence of other people of of your colleagues. So you know those are legitimate concerns, and it's something that companies are taking very seriously a going forward when you speak to cos When you work with companies. Do you get the impression that they are? Happy about this change, or is it that they are just feel that they have to do it? Because the mood music has changed around flexibility and remote working and that they just have to get on the bandwagon. I think it's a little bit of both, and I think it depends on what organization you're talking to organizations with younger leadership tend to be more eager about this. But there really was a transformation about maybe 34 months into the pandemic leadership started to understand. Hey, wait a minute. This is an opportunity. This is an opportunity to increase productivity to increase employee well being increased engagement and higher talent, the best in the brightest no matter where they live, so they've really started to see those advantages. That's what's kind of leading the move to allow more hybrid. There will be businesses out there, though, who just cannot offer remote working for whatever reason, the nature of the business that they do. And they will be at a disadvantage. What there Because if you're recruiting now you have to be able to offer flexible. Working to some extent. I can't imagine that anyone is gladly going to join a company where that isn't part of the package offered in a contract. Exactly, And that's why I worry about companies like Goldman Sachs and some of those who have sort of flat out refused to accept the model. They're competing with organizations that are going to allow it, And so something like 40% of employees now say that they'll reject a job opportunity that doesn't include flexibility. And the key there is calling it flexibility and not virtual work. Companies need to think about this sort of as a whole continuum of a different way of working and well, not everybody is going to be able to work remotely. There are other things that they can do, they can offer. Staggered start and end times. They can offer four day work week they can offer sabbaticals. People just want some level of flexibility, and I think we need to be flexible about how we roll out flexibility. Kate Lister ends This edition Today's producer was Edwin Lane. I'm Manuela Saragosa and Business Daily is back again at the same time on Monday. Now on the BBC World Service Witness History.

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