American workers do not want to return to the office full time. free your people
- According to a study by Randstad, the future of work is hybrid, flexible and mobile.
- But what is the best way to implement remote working?
- How important is it to let employees be mobile when it comes to retaining and attracting talent?
However, while 77 percent of American workers are prepared to return to office, they only want to do so on a temporary basis, and 74 percent are concerned about whether their employers are putting in place appropriate safeguards, according to Randstad. According to a US survey.
‘ for a study callednext normal’, Randstad surveyed 1,213 US employees and more than 1,500 of its employer clients to see what the future of work looked like.
Research finds employees want work future to be flexible and hybrid – even though remote working has eliminated most people’s work work life balance. 54% of employees surveyed said that they would prefer hybrid working arrangements in the future and end work later, despite admitting that they were working in the office.
Therefore, attracting and retaining talent in the future of work will require flexible, hybrid work – or the ‘next normal’ as Randstad puts it.
However, to achieve successful hybrid working, Randstad recommends that remote workers have access to the right technology and equipment to do their jobs effectively at home.
In addition, to deal with work-life balance issues, Randstad suggests that managers lead by example of no work after X o’clock policies.
Of course, flexible working isn’t possible for some jobs, but in these scenarios Randstad advises that employers really focus on safety procedures. However, Randstad stresses that safety in the future of work should be a strategic imperative for all companies.
In particular, Randstad’s survey shows workers implementing mask mandates (89%), social distancing (63%), temperature checks (44%), and sanitation stations (39%) are the most important protections. process considered.
Next is one of general employee dynamics
Another trend Randstad saw during the pandemic was that employees were more mobile than ever. Nearly one in five (19%) employees changed jobs in the pandemic and another 37% considered doing so.
Of those who changed jobs, 42% did so because of compensation, 30% because of benefits offered, 23% because their new employer gave them the option to work remotely, and 23% because of the workplace culture. did.
Culture and distance work were most important for the 25 to 34 age group. It was this demographic that saw the highest percentage of new jobs surveyed – 32% – compared to 26% for 18- to 24-year-olds and 22% for 34- to 44-year-olds.
It is clear that even Generation Z (18 to 24 year olds) are happy to quit, even if they don’t have a new job to go to.
Thereby suggesting that in order to attract young talent in future, employers need to ensure that they are giving them responsibilities that align with their interests and passions otherwise they will leave the job.
“As Gen Zs continue to enter the workforce en masse, employers will need to redouble their efforts to not only keep them safe, but to keep them interested and engaged,” the report said.
The report continues: “Employers who (when possible) provide more control over when and where they work will find it easier to attract the youngest generation of the workforce for better work-life balance and competitive pay.
“Meanwhile, those that offer benefits designed to protect their physical and mental well-being will find it easier to keep them.”
Finally, the pandemic also saw mass exodus from big cities. 24% of remote workers surveyed had relocated in the past year – primarily due to the cost of living (43%) and being closer to friends and family (39%).
Whereas employers may be willing to reduce pay to reflect change in employee location – Facebook And Twitter has suggested they take this approach – Randstad recommends that employers not do so.
The report concludes: “Whether employers take this mobility and potentially low cost of living into account when designing their compensation plans is still unclear.
“However, those who attempt to offset costs by adjusting salaries accordingly may find that the money they save is not worth turning down top talent.”
Disclaimer: The opinions expressed within this article are the personal opinions of the author. The facts and opinions appearing in the article do not reflect the views of knews.uk and knews.uk does not assume any responsibility or liability for the same.