E D I T O R ’ S
Q U E S T I O N
E D I T O R ’ S
Q U E S T I O N
DAN WESTGARTH , COO , DEEL
ttitudes towards work are shifting rapidly ,
A as evidenced by the emergence of the ‘ four-day week ’ and proposed ‘ right to disconnect ’ laws , highlighting the demand from employees for greater work / life balance .
When we polled over 50,000 workers on LinkedIn , 67 % said they were more productive when working from home and nearly three-quarters ( 73 %) believed all companies should offer remote arrangements as an option . This is in stark contrast to the return to office mandates many are enforcing , which are often justified by claims of productivity losses .
Ultimately , people will work most effectively when they feel heard by their employer and empowered to work in the way that suits them . Remote work gives workers autonomy , flexibility and trust ; in addition , the creation of a work environment based on mutual trust provides workers with the motivation and security to meet their objectives , and they become even more productive than they could be working in person .
Tools like Slack , Skype or Microsoft Teams have become the norm , making it much easier to communicate in real-time with customers , suppliers and co-workers when working remotely . If anything , sending a message to another person ensures that colleagues ’ tasks are not interrupted by a call or a comment , like they might be if they were physically sitting next to each other . Face-to-face interaction may have decreased when working remotely , but it has not ceased to be present , it has simply moved to one-off , quicker meetings for sensitive or complex issues that warrant them .
From a hiring and talent perspective , having a strategy to support remote work has huge upside . It unlocks the door to a global talent pool that can be integral for plugging skills gaps or ensuring teams aren ’ t left shorthanded by new working arrangements , like people working compressed weeks or asynchronous hours .
Meeting the demands of workers also makes them more likely to stay and helps to attract new applicants who prioritise work / life balance , particularly as Gen Z ’ s proportion of the workforce continues to grow . McKinsey found the group is 59 % more willing than older counterparts to leave a job if their flexible work options were taken away , and no business will want to miss out on the best talent of tomorrow – and today – simply so they can adhere to ‘ traditional ’ working patterns .
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