As we emerge from a year of disruption, leaders are grappling with the right return-to-workplace strategy and model for their organization. The decisions of when, how, and where we return to work are incredibly complex. With a myriad of elements to consider – including timing, health and safety, travel, and work models – leaders are in the formidable position of architecting the road ahead.
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Recently, Deloitte US launched a survey asking clients how they were approaching returning to the workplace . The results show a reconfiguring puzzle that ultimately looks quite different than what came before it. With so many options and new configurations, how do organizations find their way in this new normal? What should the return to workplaces look like after so many months of virtual work for so many?
While our recent survey represents a moment in time for organizations navigating a constantly evolving world, redesigning a formidable return-to-work strategy will likely require leaders to focus on three critical priorities: workplace culture, safety, and well-being.
Redefining Culture for the Hybrid Workforce
Culture was the top concern cited in our survey with 32% of respondents stating they were worried about “maintaining company culture” in a post-pandemic world. In this regard, leaders must take a broad view of all the aspects of work that contribute to a company’s culture, everything from an organization’s design, processes, tools, policies, and ways of working, as well as the ways in which the workforce collaborates, engages, and relates to one another.
For future work models, a key will be balance – harmonizing the need for connection and collaboration with flexibility and accommodation. Now that we know remote work can be part of a successful model, leaders should evaluate what mix of independent work and in-person collaboration works best for their productivity and culture. As leaders develop their strategy, the choices they make can either help employees feel more connected to each other and to the company’s purpose and vision —or leave them feeling disconnected and disengaged.
Culture can also play a significant role in how we rearchitect our workplaces. Here leaders should explore ways of redesigning the physical and digital environment, focusing on collaboration and the role of the physical workplace as a destination for innovation, networking, and culture building. Organizations can embrace the positive aspects of digital transformation as a way to optimize individual and team performance and help ensure onsite and remote workers are collaborating in meaningful ways to meet business objectives.
Ensuring Safety in a Constantly Changing World
While guidelines are constantly evolving, safety concerns continue to be paramount in redesigning the future of work. Leaders should be mindful about how physical safety requirements and psychological safety play into both the practical and emotional ability to return to work. For many, returning to the workplace after more than a year at home – and given the pandemic still isn’t over – is a source of anxiety. Organizations should address these concerns and recognize the importance of prioritizing the safety, health, and well-being of their employees, clients, and communities.
Specifically, our survey found that 91% of respondents say they will require masks and 89% will require social distancing. Inevitably, these guidelines will likely shift with scientific guidance, CDC recommendations, and state and local ordinances in the coming months. As for vaccinations, two-thirds of respondents said they would encourage their employees to get vaccinated before returning; however, only 9% said they would need proof of vaccination before an in-person return.
While these precautions go a long way, leaders should also look at the bigger picture of health and safety and recognize there is no reverting to “business as usual” once the pandemic ends. Workers and the community need to feel assured that an organization prioritizes safety, and they need to trust the organization’s ability to meet the challenges and disruptions of tomorrow.
Integrating Well-being into Work
The pandemic has ushered in a greater awareness of the importance of well-being and the overall mental health of the workforce. Significantly, the pandemic increasingly taught all of us that well-being goes far beyond work/life balance, and instead is about how we integrate work and life together when there is seemingly no start or end to the workday.
According to Deloitte’s 2021 Global Human Capital Trends report, organizations that integrate well-being into the overall design of work will be best positioned to build a sustainable future where workers can perform at their best. Simply put, when workers can show up at their best, they can perform at their best. To further support well-being as we come out of the pandemic, organizations are identifying new and innovative ways to redesign work for well-being. This includes activities to support digital wellness and productivity, establishing rules of engagement around meetings, and investment in training and allowing for more personal choice in deciding how and when work gets done.
Leaders have a responsibility to both invest in and promote well-being by recognizing that it is inextricably linked to the future of work and should be integrated into any return-to-workplace plan.
Reimagining Work
As leaders develop their return-to-work strategy, they should listen to their people, clients, and communities and think holistically about what returning truly means as well as its impact on the greater ecosystem. Regardless of the model or approach, the reality is that a return to the workplace of the past is no longer feasible nor should it be the end goal. Instead, leaders should capture this opportunity to truly reimagine the future of work.
