Combined with our findings on what drives employee productivity, this underscores the fact that listening and responding to what employees want are essential to a company’s success, including its ability to attract and retain talent. In this data-filled -- and quite charming -- talk, human resources expert Rainer Strack suggests that countries ought to look across borders for mobile and willing job seekers. All qualified applicants will receive consideration for employment without regard to race, color, age, religion, sex, sexual orientation, gender identity / expression, national origin, protected veteran status, or any other characteristic protected under federal, state or local law, where applicable, and those with criminal histories will be considered in a manner consistent with applicable state and local laws. Several significant trends are radically transforming the way government employees carry out their daily responsibilities, including a shift toward a more digital and agile mindset in the workplace and citizens’ expectations of a seamless digital experience across government services. For Credit Suisse, just a 1% reduction in attrition equates to $75 million to $100 million in annual savings. Our 'Workforce of the future' study looks at four possible Worlds of Work for 2030 to help you kick-start your thinking. One of the few certainties coming out of COVID-19 is that it will have a lasting impact on how people work going forward. A productive workforce is a healthy workforce. Governments should focus primarily on hiring and building expertise internally, especially in core areas such as data analytics, emerging technologies, and cybersecurity. If we could take a walk around the future workplace, what would we see? It’s hard to overestimate the disruption to work that has taken place over the past several months. But to do that, they need to start by changing the culture in their businesses. And that’s important, not just for employees at home but for those onsite, where social-distancing practices and the fact that many colleagues are accessible only via video will hamper the kind of social connectivity that took place before the pandemic. The responses also reveal a significant shift in employee expectations for the future of work, with a keen appetite for flexible ways of working—and increased openness to this from managers. For example, the US Office of Personnel Management’s Center for Leadership Development offers training for aspiring government leaders in subjects such as the fundamentals of human-centered design and resiliency 2.0, alongside more traditional leadership courses. The responses to the survey yielded unexpected insights. But the key questions and examples featured here provide a starting point for consideration so that companies can enhance productivity whenever and wherever work is happening. We found four factors that correlate with employee perceptions of their productivity on collaborative tasks, whether working remotely or onsite: social connectivity, mental health, physical health, and workplace tools. When employees are working remotely, it is hard to replicate the spontaneity of the “water cooler moment” or the camaraderie created by an impromptu lunch, a hallway conversation, or even a fire drill. To assess employee sentiment on these changes, from the end of May through mid-June we surveyed more than 12,000 professionals employed before and during COVID-19 in the US, Germany, and India. Front, a workplace-communications platform provider, offers an employee assistance program in the form of a confidential counseling service to help employees with challenges related to work, family, stress, finances, and other personal issues. How do you build social capital with new employees who are fully remote? High performers should be given opportunities to move laterally and work on new challenges in other agencies, for example. To retain digital-age employees seeking greater autonomy and empowerment, it is particularly important for governments to create an innovative, collaborative, and agile culture. And for those still onsite, social distancing and collaborating remotely with colleagues have transformed the workplace experience. Boston Consulting Group is an Equal Opportunity Employer. With collaborative productivity essential to innovation, the changes will enable companies to become more competitive. The survey, conducted in the US, Germany, and India, also shows that there is significant appetite for flexible ways of working … They view the ideal workplace as a supportive environment that gives space to varying perspectives on a given issue. Boston Consulting Group partners with leaders in business and society to tackle their most important challenges and capture their greatest opportunities. Moreover, focusing on well-being and social connectivity will serve another important purpose: helping employees to recover faster from what, for so many people, has been a traumatic, painful, and stressful period. In a 2018 survey of 6,500 executives worldwide, conducted by BCG in partnership with Harvard Business School’s Man - aging the Future of Work initiative, roughly 40% of respondents said they expected freelance workers to account for an increased share of their organization’s work - All qualified applicants will receive consideration for employment without regard to race, color, age, religion, sex, sexual orientation, gender identity / expression, national origin, protected veteran status, or any other characteristic protected under federal, state or local law, where applicable, and those with criminal histories will be considered in a manner consistent with applicable state and local laws. And when employees are working remotely, it adds to the challenges. To meet this challenge, governments need to focus on five fundamentals: delivering a superior employee value proposition; fostering a culture where innovation can thrive; cultivating leaders who are equipped to tackle today’s problems; using creative partnerships to build capabilities; and strengthening the strategic role of human resources. Boston Consulting Group X Indian Pharmaceutical Alliance 2 This includes forecasting future workforce needs, identifying capabilities gaps, and developing strategies to address these gaps. BCG’s recent Workplace of the Future survey reveals that most organizations believe their future workforce will be much more remote than ever before: Overall, companies expect approximately 40% of employees to utilize a remote working model in the future. What digital tools do employees need in a non-office-centric workplace—particularly to support collaborative tasks? Building the Government Workforce of the Future, the culture changes required to accommodate the changing workforce, A CEO’s Guide to Leading and Learning in the Digital Age, A Blueprint for the Government of the Future, Conquering the Challenges of Agile at Scale in Government. Given the ubiquity of digital technology in the traditional workplace, the virtual or hybrid version needs to replicate this. Early Solutions. Notes: What steps should you take to help employees manage the burdens of working remotely, such as the blurring of work-life boundaries and the cognitive overload from being digitally engaged all day? Governments are finding it harder than ever to attract and retain talented employees with the skills necessary to be valuable assets in the digital age. In Australia, a 2015 survey reported that only 34% of pub-lic servants felt their agency rewarded per- BCG’s survey also found that employees place a high value on feeling appreciated and receiving recognition for their work— respondents ranked this among the top ten satisfaction factors globally (German work-ers ranked it number one). Companies can also try to make virtual team activities fun. It can be an outcome that drives productivity, value and impact by unlocking human potential and creating an organization that is resilient to risk, fit for the future and grounded in meaning for workers whose identity will drive sustained results. Online services company GitLab encourages employees to set aside a few hours per week for virtual coffee breaks and to use Slack for informal connections and conversations. Cisco got ahead of the game. To be prepared for the future, you have to understand it. Additionally, Singapore’s Public Service Leadership Programme develops leaders with specialized capabilities for key functions that span multiple agencies in areas such as economy building, infrastructure and environment, security, social issues, and administration. Given the speed and scale of the pandemic-related changes and the fact that employers had no time to prepare staff for the shift to remote work, we expected to see a decline in employee productivity. A state government in Australia worked with a health insurer to access data and analytical talent in order to better understand which clinical practices and medical treatments provided the best long-term outcomes for patients. Given what our data reveals on this, all companies should be urgently investing in building their virtual social-intimacy muscles. But while some respondents did report such a drop, a surprisingly large number said they have been able to maintain or even improve their productivity. Physical Health. 58 % Of the workforce expects to be working from home at least 8 days a month. In response, it piloted agile project teams designed to boost employees’ morale and encourage collaborative decision making. And collaborative productivity is essential for any company looking to improve communication, increase efficiency, accelerate skills acquisition, or harness innovation. How do you foster a culture in which leaders see it as their responsibility to design and execute social-connectivity strategies and practices for their teams? These efforts continue to be scaled up. Sharing talent across public-sector agencies can also help governments build long-term capabilities. HR leaders need to plan for the future of work, including workforce and employee planning, management, ... Nine HR trends emerge as the lasting result of workforce and workplace changes resulting from coronavirus pandemic disruption, according to a Gartner survey of 800-plus HR leaders. Leadership Development, Survey question: In my company, we have a clear understanding of which digital capabilities will be needed of employees in the future. But the standard talent management strategy is sorely outdated. BCG has created wellness challenges for employees and highlighted winners in the company newsletter. Nonetheless, important gaps remain. In Australia, a 2015 survey reported that only 34% of public servants felt their agency rewarded performance appropriately. Managing Director & Senior Partner; Global Leader, People & Organization Practice; former BCG Fellow, Knowledge Business Director, People & Organization Practice. How do you create deep social connectivity in a distanced world where everyone wears a mask, which hides many telling facial expressions? Our findings suggest that the future of work will be increasingly hybrid. Social Connectivity. And we focused our analysis on collaborative tasks because, as our survey reveals, in this new remote or hybrid world, collaborative work seems harder and appears to generate the most concern among employers—many of whom assume teams need to meet in person to collaborate. Without being able to provide access to a corporate gym, what other benefits, incentives, and structures might you put in place to encourage physical well-being? Artificial intelligence, automation, and robotics will make this shift as significant as the mechanization in prior generations of agriculture and manufacturing. This experience is yielding fascinating insights that have significant implications for the way we should organize work. The desire to innovate in government can be a tough sell in a risk-averse culture driven by public scrutiny and accountability to taxpayers. Physical Health. To create team-level work-life balance, one approach is to carve out work-free hours every evening or set limits on how early or late work calls can be scheduled. All rights reserved. To counter this concern and promote equal participation in meetings, one option is to have all participants dial in to the call individually, even if they are onsite. Credit Suisse uses analytics to predict which employees are most likely to quit (on the basis of variables such as team size, managers’ performance ratings, and length of time in a role). Social connectivity, it turns out, is what enables us to be collaboratively productive. What 12,000 Employees Have to Say About the Future of Remote Work, This crisis has presented a once-in-a-lifetime opportunity to, designing appropriate, sustainable working models, How to Remain Remotely Agile Through COVID-19, BCG’s recent Workplace of the Future employer survey, https://business.linkedin.com/talent-solutions/blog/work-flexibility/2020/ways-you-can-make-remote-workers-feel-included. Harvard Business School’s Project on Managing the Future of Work and BCG’s Henderson Institute, 2018. BCG’s survey shows that optimising plant processes is expected to be even more fundamental in the future, with 97% of automotive respondents acknowledging that lean management would be highly relevant in 2030, in comparison to 70% when surveyed. We see a number of companies coming up with creative ideas. Read the research, insights, and innovative ideas that are shaping the future … When reimagined, work can be more than a process. Governments can use similar techniques to collect data and metrics across agencies and systematically measure the effectiveness of talent initiatives. From free therapy sessions to educational efforts, companies are starting to develop solutions to this challenge. SWP requires two things governments often lack: accurate data on the workforce and an HR team with advanced-analytics capabilities. Today, we help clients with total transformation—inspiring complex change, enabling organizations to grow, building competitive advantage, and driving bottom-line impact. This Future of Work Survey allowed us to assess how remote working has It will be important to understand employee productivity as the workplace continues to evolve. Source: Interviews with industry experts, physician survey, BCG Analysis. In fact, BCG’s recent Workplace of the Future employer survey found that companies expect about 40% of their employees to follow a remote-working model in the future. The good news is that companies have already been investing heavily in the tools needed to work remotely. Five CEO Priorities To respond proactively, CEOs must under- Similarly, survey responses show a correlation between mental health and productivity: people who have experienced better mental health during the pandemic than before it are about two times more likely to maintain or improve their productivity on collaborative tasks than those who have experienced worse mental health. But even those can be recreated with impromptu calls, whether by phone or FaceTime. People Strategy, May 23, 2019 Others are organizing visits to leading companies and NGOs to observe best practices in action. And that is not only good for business—it is good for people. Social Connectivity. ability to perform well in the workplace of the future. What role does the company play in either providing the physical tools and equipment needed to work from home, such as external monitors and ergonomic chairs, or compensating employees so that they can purchase them? https://business.linkedin.com/talent-solutions/blog/work-flexibility/2020/ways-you-can-make-remote-workers-feel-included . By Anthony Roediger, Jason LaBresh, Victoria Lee, Rainer Strack, and Jenny Huang. But to benefit fully from the changes, organizations need to focus on helping leaders, managers, and employees to promote physical and mental well-being and—most important—virtual social connections. Mental Health. When teams are split between home and office, remote members often feel at a disadvantage during meetings vis-à-vis those who are physically together. Canada’s Free Agent Program, for example, retains high-performing staff by offering them the ability to select projects that match their interests so they can contribute in a way that’s personally meaningful. 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