As large companies, such as Amazon, JP Morgan Chase or WPP, have established the mandatory work in the office for at least four days per week, the debate has been revived in terms of the most productive model . The consultant McKinsey, However, it establishes following its latest research that it is not the model, but the environment of job that create organizations and practices that accompany the implementation of a policy.
He does it after a survey conducted in October last year to almost 8,430 US employees – the vast majority workers of face -to -face model – in 15 different sectors. In addition, he interviewed 3,530 managers about their perception about the effectiveness of their companies’ policies.
Organizations must look beyond the office or teleworking for the issues of productivity
The main conclusion that it extracts is that organizations must look beyond the office or teleworking in order to address the issues of productivity and work experience They impact their teams. Moreover, respondents, regardless of the model under which they work, point out that their organizations are doing poor work in collaboration, community, innovation, tutoring and skill development, considered the five practices to boost performance and strengthen organizational health.
Similarly, McKinsey’s analysis points out that both the face -to -face work model, such as hybrid and teleworking They obtain very similar data regarding intention to give up the position, exhaustion, effort and satisfaction. The pattern is also repeated in terms of gender, although slight differences between generations and profile status with people in charge are appreciated.
Model satisfaction, dissatisfaction with culture
The consultant indicates that the vast majority of employees surveyed are satisfied or very satisfied with their work model, and the number of workers they want Change model It is low. Specifically, for remote workers and in person the figure is 19%, while rising to 30% for those who work in hybrid model.
However, although respondents are satisfied with the work model and have low levels of desire to change, the levels of dissatisfaction regarding work. McKinsey illustrates it by pointing out that the general intention of leaving is 39%, a 40% comparable figure registered during the “great resignation.”
The perception of the employees of their own performance does not find substantial differences between the workers of the different models. Thus, when they are concerned if they believe they are fulfilling the expectations of their supervisors, 25% of face -to -face professionals consider them exceeding them, while the percentage is 15% for those who work in hybrid model.
In this line, the amount of effort that employees say in their work is also similar: 34% of face -to -face professionals ensure dedicate a substantial effort in your work and remain constantly concentrated while working. The data drops slightly 29% among those who work remotely and 28% among those of the hybrid model.
The investigation indicates that despite the levels of satisfaction with the work model, the employee experience and productivity is negatively valued. With the exception of the community, the collaboration, innovation, tutoring and skill development factors receive score equal to or less than 50%.
The issue is aggravated when there is a gap between the perception of employees and managers. In this sense, leaders give greater valuation to the work of their organizations in the five factors analyzed. For example, 90% of the leaders surveyed consider that the community is a mature practice and that it works well, while the figure is 67% for employees.
How to improve the environment and work culture
From McKinsey they conclude that changing the work model alone will not solve or change the nature of the problem unless organizations address why their employees feel like this and have those perceptions.
In this regard, it offers a series of tips and keys to boost the company’s performance in the five aspects analyzed.
Collaboration: The alignment of objectives and priorities is essential to promote collaboration between the teams. And these can be achieved through meetings or tools that allow joint work.
Community: Community construction requires communication, and this must be transparent regarding the operation and objectives of the company. It also implies that leaders must be visible and available for teams, regardless of the work model, and both formally and informally.
Innovation: Innovation is essential for competitive advantage, and this requires that organizations enable formulas so that the workers of the different models can explore experimentation, error and iteration.
Tutorial: The exchange of knowledge and experiences among team members is also essential to build culture. Coaching and Mentoring can be enabled beyond the office, taking advantage of the advantages offered by different technological solutions.
Training: The professional development of employees is an issue that directly impacts both productivity and satisfaction, and needs the investment of time and resources. It is important to create learning opportunities, either with coaching sessions, courses and workshops and other options.
