New data suggest that return to work practices vary considerably across geographies – leaders’ ability to be flexible is key.
Employee Experience|Health and Benefits|Ukupne nagrade |Benessere integrato|Work Transformation
Future of Work
The return to offices is back in the news with real estate and job data from around the world showing differences in work practices across regions, countries and even cities.
For example, MarketWatch cites data from commercial real estate agency Knight Frank that reveals differences between U.S. regions and other countries. Office occupancy appears lower on the U.S. West Coast (at rates of 30%) compared with 50% on the East Coast, and occupancy appears lower in Western Europe (55% to 65%) than in China, Hong Kong and Japan, at 85% to 90% occupancy.
The article also quotes Stanford economist Nicholas Bloom, who contributed to a research paper that showed differences between North American workers and their global peers. Canada reported people working from home 1.7 days each week with the U.S. closely behind at 1.4 days, while workers in Germany average 1.0 days and workers in Japan just 0.5 days.
Full-time remote by cultures and regions
WTW research reports that leaders expect more than half of their employees (55%) to work either fully remotely or hybrid in three years, compared with 15% before the pandemic. According to published reports:
Canada and the U.S. currently lead full-time remote work (20% and 19% of workers, respectively).
China, Hong Kong and Japan have lower full-time remote-work percentages (3%, 6%, 8%).
Continental European countries such as Spain, Germany and the Netherlands are in the middle (14%, 12%, 12%).
Latin American countries full-time remote, such as Colombia and Brazil, are closer to their North American counterparts (17% and 16%).
Avoid making regional generalizations
However, data also suggest it’s important to avoid regional generalizations. For example, France’s remote worker percentage is 8% (more like Asia Pacific). Mexico is 10% (between Asia and Europe). The U.K. is 18% and Australia is 14% (similar to their North America counterparts).
Additionally, top hybrid work countries include Asian, European and Latin American nations: Hong Kong (45%), Singapore and the Netherlands (34% each), France (32%), the U.K. (27%) and Colombia (25%).
Further, data from security and key card company Kastle show large differences in U.S. building occupancy by city and day of the week, with peak days varying by week and location, sometimes Tuesday and sometimes Wednesday (and occasionally Thursday).
Key leadership actions for a flexible world of work
Effective leaders understand the evolution of how and where people work and consider the following to normalize all types of working arrangements around the world:
Remain flexible: One size doesn't fit all. In addition to practices varying across geographies, industries, departments and teams, WTW research shows that flexibility, cost savings and better time management are top reasons employees prefer remote work. Effective leaders assess different work arrangements, technologies and processes to create flexibility wherever possible for both remote and in-person workers.
Give people a reason to be there (“magnets” over mandates). WTW research indicates that while people discovered benefits of remote work during the pandemic, they also learned its downsides, including isolation, feeling disconnected, blurred boundaries, working more hours and the potential negative impact on career development. Effective leaders give people a reason to come to the workplace (rather than forcing them) by creating a more productive and engaging environment. Examples of compelling reasons often focus on five c’s: community, connection, culture, collaboration and creation, which require fostering a positive employee experience and the opportunity to learn, grow and contribute.
Don’t just focus on knowledge workers. WTW research showed that even during the height of the pandemic, about 35% of workers around the world remained onsite. These often were front-line employees who literally kept society moving and bristle at the term “back to work,” as they never left work. Effective leaders seek opportunities to accommodate these employees through flexible shift schedules, changes to the work environment and enhanced wellbeing programs.
Listen to employees and prioritize the employee experience. According to recent WTW research, companies that are prepared for changing working conditions are more likely to conduct employee listening activities (e.g., surveys, focus groups and direct interaction) to identify changes in employee preferences or measure the impact of changing work conditions. Effective leaders connect with employees live and virtually, keeping pace with changing views and preferences in all work styles and at all life stages.
Redesign pay, benefits and wellbeing programs to meet changing employee needs. WTW research shows that 85% of organizations have or are planning to redesign total rewards programs (pay, benefits, wellbeing, careers), including career development (87%), compensation (83%), benefits and wellbeing (83%), and healthcare benefits and delivery to support the changing mix of onsite, hybrid and remote workers (71%). Simultaneously, 62% have or are planning to eliminate pay and benefit programs that are less relevant in today’s world.
Support managers in the new environment. First-line managers (many of whom are new in the role) are key to engaging employees in a challenging environment. Effective leaders help them develop the skills and strategies to create meaningful career opportunities and compelling work environments and cultures. They also show up for key events, such as onboarding and team gatherings.
Effective leaders understand the different needs of their workforce and continue to adapt strategies accordingly by remaining connected, empowering individuals and pursuing goals – regardless of the work arrangements.
A version of this article originally appeared on Forbes on June 20, 2024.
