Future of Work

Meeting the organisational needs of post-pandemic working.

 

Getting Back to the Office

The rush to get people working from home wasn’t a revolution. It was a reaction. For some it’s been a dream and for others a nightmare. Organisations have reported wildly differing outcomes from home working. For some, it’s been so successful, they’re considering replacing redundant disaster recovery sites with home working and near-home working solutions, and if they get it right will save millions. Other organisations have seen productivity fall off a cliff for a wide variety of reasons; many related to the scrambled delivery of collaboration technologies and the reality that getting people to change the way they work is a process that previously took years.

Naturally, organisations see an opportunity to reduce their property costs but haven’t processed the implications of moving from 2,000 people in one building to 2,000 buildings with one person in, and all the variability this implies in equipping, and supporting different home working configurations.

There seems little doubt the pandemic’s impact on the psychological and emotional health of employees will be far reaching and as such, a return to the office and its surroundings is inevitable because of the human condition and its need for physical, social and emotional contact.  

Your Challenges

None of these challenges on their own are difficult to overcome. They will be driven by constantly changing public policy. This in turn influences and informs your own pandemic risk posture and creates complexities that we can help you to simplify. 

  • Getting back to the office. Designing blended, flexible working arrangements, providing choice, better hybrid meetings and no touch to high touch office environments
  • Realising property savings. Balancing potential property savings with the real costs of homeworking. Despite the prospect of reducing property footprint with more home working, moving from one building with a thousand people to a thousand buildings with one person has far reaching implications
  • Productivity and wellness. Organisations need to develop new ways of measuring and baselining productivity and leveraging existing and new technologies that reduce stress and anxiousness and improve trust
  • Virtual leadership. The skills for leading in a predominantly virtual world don’t come naturally to most leaders.  Senior leaders were unprepared for projecting their vision, persona and influence on camera. Organisations need to invest more in helping leaders to lead and influence in the virtual world
  • Communicating change. How to listen and consult the workforce to contribute to next practice workplace designs on a continuous basis. Carefully crafted communications can have a profound impact on perception and narrative. Sharing new ideas about work, jobs and careers will be key to morale, sentiment and high retention
  • Employee experience. This is now considerably elongated from remote on-boarding to new in-office experiences and their integration with transportation and other public services.  There’s a pressing need for internal consulting services that advise people on how to ‘make work more like play’ using new technologies and systems
  • Covid-19 posture. Arguably the biggest challenge, policy as it relates to vaccination and employment terms, and how data privacy is maintained. How to balance confidentiality with the need to notify employees when someone tests positive? Many organisations will have to prepare for compensation claims from employees from the health impact of home working and invest in home working environments to avoid future claims

How TORI can help?

  • Use our Collaboration Maturity Assessment to understand how collaboration apps drive different behaviours and work preferences, identify savings from repurposing video rooms, and the delivery of a roadmap and action plan required to design and develop a permanent hybrid working capability
  • Use our Hybrid Working Design services to calculate property savings derived from some percentage of employees working from home permanently. It also calculates the investment required in the office and home working environments aligned to policy and Covid-19 posture.  This service delivers a detailed hybrid working design from in-office and remote working user experiences, to vendor selection and process and IT service management design
  • Use our Employee Experience Design services for an independent review of existing and planned in-office employee experiences, technology and process reviews of systems required for the testing, tracing and tracking employees and visitors, and advice and guidance on creating platforms for continuous consultation with employees who are integral to the design process. 
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