Lorna Borenstein’s Post

47% of Employees Say They'll Quit if Employer Orders Return to Office Full Time After the upheaval of the last three years, employees have shifted their priorities when it comes to work-life balance and flexibility. Employers have had to pivot and change their workplace policies, while juggling company culture, attraction/retention, and cost—sometimes a seemingly impossible task.The Integrated Benefits Institute (IBI), a health and productivity research non-profit, conducted an analysis of flexible work models to gain more insight into how to optimize work arrangements for employers, attract and retain talent, and maximize productivity. Current research shows that almost half (47%) of employees indicate they would quit a job or begin looking for a new job immediately if their employer mandated a full-time return-to-office policy. An IBI study in 2022 found that remote and hybrid employees are 22% more productive, 21% more satisfied, and 51% more highly engaged. While multiple studies suggest that most employees want to retain some form of remote work (as many as 89%), some employers are implementing return to the office full or part-time. A majority (85%) of employers say they already offer or plan to offer some kind of flexible work arrangement, whether that's fully remote, or hybrid with varying quantities of days split between home and office. However, IBI's findings highlight a significant gap between employers and employees regarding the future workplace. Employees' subjective wellbeing (SWB), a measurement of happiness, paints a less rosy picture. Those who work fully onsite are less likely to rate their level of happiness as high. Those who work in an office-first arrangement, with 1-2 days working from home each week, are the most likely to have the highest possible SWB rating. What does this mean for employers? To provide actionable guidance for employers, IBI consulted HR executives on their recommendations. In those discussions, it was clear that there were differences in experiences in terms of changes, demographic preferences, and push-back from employees. The areas of focus for employers should be: Communication/Technology: Encourage online forums, virtual social gatherings, and team-building activities for virtual employees. Promote instant messaging, video conferencing, and project management. Connectedness and Social Interaction: Organize virtual coffee breaks, mentorship, and cross-departmental collaboration. Virtual networking promotes knowledge sharing, innovation, and cross-departmental collaboration. Recognition: Recognizing staff achievements online. Virtual events, team shout-outs, and personal messages show gratitude and belonging. Health and Wellbeing: Normalize employee self-care and wellness. Offer breaks, mindfulness, and virtual wellness activities. Modeling the Culture: Engage in virtual discussions, attend virtual meetings, and communicate openly.

***Unraveling the Paradox: Exploring the disconnect between employee disengagement and Improving Work Conditions In today’s modern workforce, a paradox looms large: on one hand, there’s a noticeable surge in sick leaves, burnouts, and disengagement, while on the other, companies are actively striving to enhance employee working conditions through remote work options, positive management approaches, and fostering a culture of kindness and satisfaction in the workplace. At first glance, this contradiction may seem perplexing, but delving deeper unveils a potential explanation rooted in the loss of purpose and a growing disconnect between employees and their work environments. The rise in sick leaves and burnouts could be attributed to various factors, one being the evolving nature of work itself. With the widespread adoption of remote work, employees are increasingly distanced from their physical workplaces, leading to feelings of isolation and detachment. Additionally, the proliferation of digital communication tools may paradoxically hinder interpersonal connections, making it challenging for managers to provide the necessary support and motivation to their teams. Furthermore, as organizations grow in scale, managers may find themselves overseeing larger spans of control, making it difficult to maintain meaningful connections with each team member. In such scenarios, the informal forums for interaction, like water cooler chats or coffee machine conversations, which once served as avenues for camaraderie and motivation, may diminish in significance or disappear altogether. Moreover, there’s a growing emphasis on positive management techniques, where managers are encouraged to lead with empathy, actively listen to their employees, and create an atmosphere of trust and collaboration. However, despite these efforts, the disconnect persists, suggesting that the root cause may lie in a deeper existential dilemma – the loss of purpose. In an era where technological advancements and corporate expansions reign supreme, employees may find themselves questioning the significance of their work within the larger organizational framework. Without a clear sense of purpose or alignment with their personal values, individuals may succumb to feelings of disillusionment and disengagement, leading to increased rates of absenteeism. To address this paradox, organizations must prioritize reconnecting employees with their sense of purpose and meaning in their work. This entails fostering a culture of transparency, providing opportunities for meaningful contribution, and cultivating a sense of belonging within the workplace community. By bridging the gap between employee well-being and organizational objectives, companies can create environments where individuals feel valued, motivated, and empowered to thrive. Only then can we unravel the paradox and pave the way for a harmonious and fulfilling work experience for all.

Now that employees have had a taste of work from home throughout the pandemic, there appears to be some "mismatch" as employers try to enforce hybrid expectations. A recent survey suggests employees are not unwilling to go to the office... the resistance is when they are forced and are no longer offered flexibility. Flexibility is a crucial consideration as companies navigate the return-to-office landscape and potential impacts on recruiting, retention, and productivity but there are other means to consider, specifically - a strong focus on programs targeted to boost wellness. The survey also revealed that 87% of employees would consider leaving a company that doesn't focus on well-being, especially non-manager positions who report having more difficulty with stress and work-life balance than senior leaders. #hybridwork #returntooffice #employeewellness #H2Recruits #TalentConsultants #employeeretention https://lnkd.in/gwgpCzET

With remote work and the new reality of the workplace since the pandemic, employee loneliness has grown dramatically. Studies show that loneliness brings health problems, reduced productivity, turnover, and burnout. A BetterUp report demonstrates how the pandemic fractured workplace relationships — with 43% of respondents saying they don’t feel a connection to their coworkers. Some 38% said they don’t trust their coworkers, and 22% said they don’t have a single friend at work. Read more...https://ow.ly/fab150Qa4Jm #loneliness

Working remotely and have control over their schedules are two of the top most rated company benefits. As we move on from covid times, workplace flexibility transforms from a nice-to-have for some employees to a crucial benefit for most. Women especially value it more, likely because they still carry out a disproportionate amount of childcare and household work. 38% of mothers with young children say that without workplace flexibility, they would have had to leave their company or reduce their work hours. Additionally, For women and others from vulnerable groups, hybrid or remote work is about a lot more than flexibility: when working remotely, they face fewer microaggressions and have higher levels of psychological safety. But it’s not just women or mothers who benefit: hybrid and remote work are delivering important benefits to most employees. Most women and men point to better work-life balance as a primary benefit of hybrid and remote work, and a majority cite less fatigue and burnout. And research shows that good work-life balance and low burnout are key to organisational success. Moreover, 83% of employees cite the ability to work more efficiently and productively as a primary benefit of working remotely. However, it’s worth noting companies see this differently: only half of HR leaders say employee productivity is a primary benefit of working remotely. Working in-office does point to an easier time collaborating and a stronger personal connection to coworkers - two factors central to employee well-being and effectiveness. However, the culture of on-site work may be falling short. While 77% of companies believe a strong organisational culture is a key benefit of in-office work, most employees disagree: only 39% of men and 34% of women who work on-site say a key benefit is feeling more connected to their organisation’s culture. How do you build a flexible-working policy into your organisational culture, so that it works for your business? Let us help. We run bespoke strategy sessions with tangible action steps unique to your business. Alternatively, through Equality Standard you can understand your company culture through a robust, targeted strategy bespoke to your business. Gain a review, external rating and 12 month roadmap on how to transform your business with inclusion at its core with an employee engagement survey, D&I profile demographics, training and development needs, mental health audit, employer brand review and HR policy audit. Find out more: https://lnkd.in/eESDpcux ID: Orange background, white text: "Myth: It’s mostly women who want - and benefit from - flexible work. Reality: Men and women see flexibility as a ‘top 3’ employee benefit and critical to their company’s success. How flexible working effect your organisational culture?Find out with the Equality Standard."

I thought we were close to the new normal with return to the office, but it seems we haven't arrived yet, as seen with the announcement of Nike of 4 days a week in the office for 2024, Zoom's return to office and the recent survey of CEO's by KPMG stating that 62% of roles will be back in the office in the next 3 years. WTW has a thoughtful and pragmatic article on how to think about return to the office. Key points: 1. Give people a reason to be there (this is a no brainer) by giving them a reason to want to be there (connections with colleagues, brain storming sessions, etc.) Forcing employees to come in without a why seems to me to be a losing proposition as seen at Amazon. 2.Be Flexible: One Size Doesn't fit all. Pick cores days people need to be in the office or allow employees to pick which days work and offer flexibility other days. For different companies and even different teams what is "right" might be different. 3. Recognize some people never left the office, think about retail, hospital, factory, and hospitality workers whose jobs can't be done remotely. I think we often don't think often enough about those who don't get this opinion. "They also seek opportunities to provide flexibility for these employees, whether through flexible shift schedules, changes to the work environment or enhanced wellbeing programs." 4. Focus on employee listening and employee experience. I think often the "C" suite wants to go back to 2019 and doesn't listen enough to what their employees want or disregard it. Leadership needs to listen and survey employees to understand what they want, make a decision taking all factors into consideration and then effectively communicate the why behind their decision. 5.Redesign pay, benefit and wellbeing programs to meet changing employee needs. Employers should review their total rewards package, benefits, compensation, professional development, etc. in light of this new way of working and perhaps eliminate some that don't make sense any more in terms of this new way of working. 6. Support Managers in the new environment. The managers need training and support to make this new way of work work! "Effective leaders stay focused on the needs of employees and their organizations, striking a balance to support employee wellbeing and business priorities." What advice do you think is missing from the above list? Is your company requiring you to return to the office if so what is the requirement? What do you think employers should be thinking as they weigh this decision? For those roles that can't be done remotely what flexibility/benefits should be top of mind? https://lnkd.in/guCadMpU

At the end of 2023, my fellow co-authors Ada T. Cenkci, Megan Downing, and Tuba Bircan and I published our book, "Overcoming Workplace Loneliness: Cultivating Belonging for a Remote Workforce" sold at all major bookstores, on Amazon https://a.co/d/9jODTfS use the code EME30 for a 30% discount on ebooks.com (https://a.co/d/72ZdOxD) Our book is rooted in real-world research and insights and is the first of its kind. A pioneering book that not only sheds light on the workplace loneliness of remote employees but also provides an in-depth literature review of workplace loneliness to inspire future research. Here are a few concepts we cover in our book: 1. The Remote Work Paradox: 🌐We dive into the complexities of loneliness, isolation, and alienation in a digitally connected remote workforce. This paradox highlights how employees can feel isolated despite being constantly connected through digital means. 2. Loneliness vs. Belonging: 💔❤️ We discuss the nuances of workplace loneliness and belonging, exploring their interconnected, yet distinct nature. Loneliness is characterized by psychological pain from perceived relational deficiencies, a gap between desired and actual social connections. In contrast, belonging is about a sense of connectedness and being valued within a group or community. 3. Impact of Workplace Loneliness: 💸🤝We explore the significant consequences of loneliness for both individuals and organizations. Employers are spending an estimated $154 billion annually, underscoring the urgency for a systemic approach that not only addresses stigmas associated with loneliness but also fosters empathy and support within the workplace. 4. Strategies to Overcome Loneliness: 🌟We provide practical approaches to overcome loneliness in remote settings. These include enhancing team dynamics, promoting work-life balance, improving communication and collaboration, supporting new employees and recognizing contributions, and prioritizing mental and emotional well-being. Employee Benefit News just published an article touching on 5 suggestions to address social isolation at work. "Ongoing feelings of isolation can wreak havoc on both your physical and mental health. The more connected employees feel toward one another, the greater likelihood that they will collaborate more effectively, and be more productive and happier." This is not an individual issue but an organizational-level one. Do you agree? What strategies do you use to reduce workplace loneliness for yourself and/or your team? Share in the comments... #loneliness #workplaceloneliness #research #pdhlife #phdjourney #author #belonging #inclusion

Discover the latest on chronoworking – a further move towards giving people an employee experience that helps with wellbeing, productivity and job satisfaction. #employeeexperience #employeeengagement #chronoworking #wellness #FM #HR #workplacetechnology

I’m in the business of workplace happiness because I’ve seen how genuine connections make job challenges easier and daily tasks actually become fun. I spend a lot of time examining different team bonding models and how employee engagement tactics can benefit a professional team and organization simultaneously; and I keep coming across this challenge that I can only label as the Remote Work Conflict: A disconnection between reportedly happier employees and reported lower engagement and productivity by management. Across industries, knowledge workers are reporting feeling exhausted. We give it numerous names: burnout, low engagement, mental wellbeing. But it’s the same thing. Employees are struggling. Returning to the office isn’t the answer. A Global Work-Life Survey, created in partnership by Remote, the Future Workforce Alliance, and IE Business School reported that 41% of in-office personnel are experiencing burnout, compared to 26% of remote workers. Ask yourself, are you creating an environment that lets your employees be human? Are you giving them opportunities to connect and bond on a regular basis? Or are you putting coworkers in one location for an offsite and expecting to cram months of relationship growth into a few days? Relationships take time to develop. Employees need to share experiences often over the course of several months. They need time in their week to relax and not focus on deadlines or productivity so they can be themselves. That’s what makes people feel more engaged at work, not a bot asking them how they’re feeling. Remote work brings on new challenges for employee engagement and team building… management has to be more active and facilitate interactions that might have happened without their input and knowledge previously. If all you’re looking at is productivity levels, you’re missing the bigger picture and losing opportunities to create an engaged workforce. #EmployeeEngagement #EmployeeHappiness #RemoteTeams #RemoteWork #TeamBuilding #HybridTeams #EmployeeWellbeing #Management #TeamLeader

  IN-PERSON time at the office promotes both SOCIAL CAPITAL and meaningful CONNECTIONS HURRAH! Recent research results underline the importance of “in-person” time to cultivate wellbeing, higher productivity and employee bonding to a company. The head of people analytics at Microsoft, Dawn Klinghoffer, re-visited the Hybrid Paradox discovered in their Work Trend Index from the lens of the current work environment. She observes that: “Study after study shows that employees want the best of two worlds – flexible work and in-person connection.” The insight of her current research is that the quality of work has shifted in the past 3 years. Work has taken on a new dimension as “STRUCTURED FLEXIBLE WORK”. This term describes the distributed nature of work where employees are working in the office, working in a hybrid manner near the office or remote working but not living in the same location of the organization at all. This mix of working scenarios has made it more difficult for individuals to create meaningful connections and relationships. Moreover, as earlier research has noted, people want to come into the office to socialize with their team members and colleagues, not only to work. When people do come into work, an organization needs to give special attention about how to shape meaningful “MOMENTS THAT MATTER”. Klinghoffer’s research results advocate that for Microsoft’s culture, there are three moments when in-person time are key: 🤝 Strengthening team cohesion, 🏢 On-Boarding to a new role, team or company 💡 Kicking off a project. This emerging concept of structured flexible work offers organizations in other industries and size a new perspective to consider. Ultimately it is not only about offering social and team-building activities which provide moments that matter, but about championing a thriving organizational culture. Microsoft defines THRIVING as a “combination of three tenets: being EMPOWERED and ENERGIZED to do MEANINGFUL WORK.”   This definition of thriving can inspire leaders of any organization to reflect on these three tenets from the perspective of their own and unique organizational culture. Moreover the concept of championing thriving throughout an organization provides a call to action for leadership to engage with their employees at all levels to explore questions like the following: ❓ What are the moments that matter for you as an employee of our organization? ❓ What could we undertake together as a company to promote these ideas in an environment which supports structured flexible work? Cultivating meaning MOMENTS THAT MATTER in any organization’s work environment is without a doubt the next step for many organizations. By embracing this approach, companies will be able to realize a thriving organizational culture which characterized by wellbeing, strong social connections, creativity and innovation. #wellbeingatwork #belonging #connectionsmatter #effectivecollaboration #thriving