Arguably, one of the pandemic’s most noteworthy and lasting impacts has been the transformation of where we work, with remote and hybrid work environments becoming the new norm. This cultural shift has brought about a range of challenges and opportunities that are reshaping the workplace landscape on a global scale.
Our EVP of Talent Development and Colleague Engagement, Chris Brunone (affectionately known around here as “The Professor”), sat down with the Canadian Employee Relocation Council (CERC) to share his insight into this paradigm shift for the Fall edition of Perspectives Magazine.
Chris’s role at Weichert offers him a unique vantage point for observing the sweeping and more nuanced cultural shifts in our organization and in the companies we work with, many of which can be attributed to the changes in where we work. Above all, Chris stresses that it’s important for leaders to understand both sides of the story as we plan our talent strategies going forward and that rigidity may prove counterproductive in this new world of work. Here are the highlights of his article:
The Professional Advantage of In-Office Work
While remote work has its benefits, in-office workers often have a distinct professional advantage. Studies indicate that those who work in-office are more likely to be retained during layoffs and are more frequently considered for professional relocations. What does this mean for remote workers just as eager to advance within their company and one day possibly relocate?
Productivity and Effectiveness: A Dual Perspective
The data presents a mixed picture when it comes to productivity and effectiveness. Surveys suggest that remote employees feel more productive, enjoy greater autonomy and have a better work-life balance. However, Chris points out that senior management may not fully buy into this perception. The “out of sight, out of mind” factor can still hinder remote workers’ chances of promotion.
Remote employees feel like they have better balance, which is a major ace for them, and I think that if they're really disciplined and well-connected, they can be a lot more productive. However, when people don't make themselves visible, develop strategic relationships, or lead a project and communicate the results, they'll struggle to be seen when opportunities arise.Chris Brunone
Proximity Bias and Its Implications
One of the key challenges remote workers face is proximity bias. Chris believes that despite technological advancements, human beings are still influenced by physical presence. This bias can impact younger generations, such as Gen Z and Millennials, who need to work harder to make connections and articulate their value. Employers can mitigate this bias by incorporating rotational or developmental assignments, providing diverse experiences and opportunities for new graduates to showcase their skills and build relationships before settling into permanent roles.
This approach not only aids in professional growth but also helps build a more inclusive and equitable work environment.Chris Brunone
The Role of Autonomy and Connection
Remote workers often report feeling less stressed and more connected to their companies compared to their in-office counterparts. Chris emphasizes the importance of autonomy in this context. When employees have control over their schedules and can balance work and personal life, all without the constraints of a daily commute, they naturally tend to feel more connected and fulfilled. However, as mentioned above, the challenge lies in ensuring that remote employees remain engaged and visible within the organization.
We have to meet people where they are, and that's somewhere in the middle because the reality is, unless we do the right thing for the company and for individuals, we're all going to lose.Chris Brunone
Adapting to the New Talent Mindset
The rise in remote work has also highlighted potential ageism, with younger workers perceiving rigidity in traditional work structures. Mandating in-office work can also negatively affect talent retention, especially for those managing complex personal responsibilities. Chris argues that companies need to adapt to the realities of a younger generation who have grown up in a world reliant on technology and flexible work arrangements where commuting into an office five days a week is not the norm. To stay competitive and attract the talent that will grow leadership pipelines, these employers must embrace an open mindset and actively foster channels to communicate with and engage this demographic.
The reality is that this employee cohort may also have very different priorities than the generations that came before them. A recent study reported in Business Insider/Benzinger said that 42% of employees today are not interested in promotions to manage other people, and another study that there is a desire for the newer generations (Millennials and Gen Zs) to focus on their own personal expertise.
Managing people is not the status it used to be. Values are changing. There are challenging dynamics afoot for talent management, but it's also an interesting era of change! We need to re-learn what motivates people and how they perceive career growth.Chris Brunone
Advice for Companies
Chris stresses that managers should frequently engage with remote workers to help maintain a strong culture of belonging. Workplace isolation makes reliance on collaborative technology and fresh, authentic leadership, coaching and teaming skills even more critical as we meet halfway and manage in this virtual/hybrid world that is here to stay.
Chris also suggests that companies consider global assignments as part of their succession plans, showing employees that their development is valued and that the company is willing to invest in their future. This approach can serve as a motivating factor and enhance employee engagement.
At Weichert, we're continuing to equip our managers to be better at creating community, to make sure that they're having development conversations, are very intentional about creating significance, and that people know the value of their work so we can keep them engaged. Meeting employees where they are and balancing the company's needs with those of individuals is crucial for long-term success.Chris Brunone
The Bottom Line
The rise in remote work has brought about significant changes in the workplace. Chris highlights the importance of achieving that delicate (but very necessary) balance between autonomy, connection, and visibility for remote employees. By addressing proximity bias, adapting to the new talent mindset, and investing in employee development, companies can navigate this paradigm shift and create a more inclusive and equitable work environment that drives winning outcomes – for your people and business — well into the future!
Read the full Perspectives (Fall 2024) article here: https://www.cerc.ca/page/Perspectives
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