Experts also point to other important factors employees are now weighing in their post-pandemic choice of workplace. These are factors that employees connect with on a deeper, values-driven level, instead of obvious perks.
Rather than focusing on decked-out offices or corporate retreats, they say, people want to feel that they’re working at a place they care about.
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Flexibility has become one of the corporate buzzwords of the pandemic.
Flexibility is very important to people and, in terms of a benefit and a perk, after compensation, it’s the second-most important thing.
Employee-specific flexibility as central to the future of workplace perks, particularly as flexibility has proved so beneficial to previously disadvantaged groups in the workplace, like working mothers and caregivers.
It’s widely known the pandemic has made many people re-evaluate their working lives. Employers are well aware, and many are scrambling for new ways to retain employees. One technique for those companies who want to lure their people back is to promise them a more enticing workplace
But people working at home have managed just fine – and remained productive – without free coffee and massages. Many are also less stressed. But the downside of homeworking, for some, has been the isolation, or juggling work around family duties or housemates. So, a tempting office will be one that is an extension of your home, but without the chaos, offering an environment, social atmosphere or technological provision that can’t be found elsewhere.
The pandemic has been an extended experiment for most companies who are trying to manage people working from home.
Instead of making it mandatory to attend the office physically like before, many companies have adopted a hybrid model where one could go to the office once a week and work from home the rest of the days.
This new approach changes the purpose of coming to the office.
Most companies embracing remote work also have dedicated headquarters. But remote-ish teams have even more communication and collaboration challenges than fully remote teams.
For example, in hybrid teams, remote employees are often left in the dark. Office workers are often heard, recognized, and promoted, while remote workers are forgotten.
During the pandemic, companies had to rethink how to engage employees when they couldn't physically be together.
Now that they bring teams back, not all employees want to return to the way things were. Companies need unique office environments that encourage collaboration for a hybrid workforce. Managers should consider the work personas to create new arrangements.
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