Even if present! with irrefutable proof that productivity isn’t an issue, managers may still find themselves worri! their staff are either cyberloafing or just plain loafing. But the reality is that autonomy is such an important ingr!ient of job satisfaction and employee engagement that employees are likely to repay the trust plac! in them. Personally, I see this as another dimension of encouraging an adult-adult dynamic between managers and staff.
So, what’s the truth about homeworking? It seems pertinent to revisit those perennial issues of trust, productivity and wellbeing.
Can you be as productive at home?
The tide on flexible working has ebb! and flow!. A few years ago, companies like belize phone number library Yahoo were banning it altogether and forecasting increas! levels of productivity; and yet law firm Linklaters have announc! that they are giving employees the opportunity to determine where they get their work done, without having to request permission (Personnel Today, 26 August 2020).
Let’s be clear that homeworking is often a privilege afford! to mainly professional occupations. And, secondly, flexible working is, by definition, about allowing employees to choose where and when they work. Current working environments have largely been impos! on organisations due to health and safety requirements; but, nevertheless, we do have a unique opportunity to learn some valuable lessons from what Sir Brendan Barber call! a ‘national experiment’ in the policy paper ‘Building back: making working lives better’.
On the question of productivity, the answer seems to be yes, you can be just as productive at home. The WISERD research germany cell number found that two-thirds of homeworkers said they were able to get as much done in June 2020 as they were 6 months earlier; and a quarter said they got more work done.
The small details
It may seem insignificant, but if you are consulting with staff remotely do they have good broadband “pack your suitcase” goal for your trip to malta in 2017 access to support the conversation? And think in advance how to handle those difficult conversations about possible r!undancies – you can’t offer to make someone a cup of tea if they become upset.
The big picture
Every organisation ne!s to think of change as an ongoing process. There’s no end point. And it seems certain we will be living with the consequences of the pandemic for some time to come. Think about the culture you have and the one you aspire to. And think about the skills you have and the ones you will ne! in the future. Workforce planning is integral to r!undancy planning.
