It has also created a “Random Room” on Google Hangouts where anyone can drop in, mimicking unplanned social interactions or water cooler moments.1 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. Sixty-seven percent of global respon-dents and job seekers who are expert in areas like user interface design, mobile app devel-2018 BCG/The Network proprietary web survey and analysis. Companies need to find ways of supporting employees’ mental health in the new remote and hybrid workplace. countries in workplace inclusion. A government’s existing talent base is one of its greatest assets; smart investments in this workforce will pay dividends for many decades to come. 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. 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. Physical Health. While this is a subjective productivity indicator, the data is still striking. Source: Interviews with industry experts, physician survey, BCG Analysis. By Anthony Roediger, Jason LaBresh, Victoria Lee, Rainer Strack, and Jenny Huang. It is encouraging, therefore, that managers appear receptive to flexible models. While companies are increasingly recognizing the importance of this issue, managing employee mental-health challenges—both recognizing problems and addressing them—has never been easy for companies. Most surprising in our analysis is the outsize impact that social connectivity has on productivity: employees who reported satisfaction with social connectivity with their colleagues are two to three times more likely to have maintained or improved their productivity on collaborative tasks than those who are dissatisfied with their connections. The City of Chicago teamed up with insurer Allstate to develop a data-driven model that helped health inspectors monitor food establishments, allowing them to zero in on health violations more quickly than ever before. 26% feel challenged or unable to cope … Shifts in the way we work are likely to continue as employers move a growing portion of their employees to more flexible models. A productive workforce is a healthy workforce. Along with emphasizing this value through branding and communications, agencies can give employees more choice over how and where they contribute as public servants. The respondents work in roles such as analysts, engineers, HR personnel, teachers, and health care providers (but generally not in jobs performed onsite such as cashiers or assembly line workers). Our 'Workforce of the future' study looks at four possible Worlds of Work for 2030 to help you kick-start your thinking. Remarkably, however, instead of finding a collapse in the functioning of business, our research reveals something few might have predicted: employees perceive that their productivity has predominantly stayed the same or even improved. Investments in physical infrastructure, support (such as daycare), and digital technologies will of course be essential. 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. While a wholesale change of ­culture is daunting, governments can introduce new behaviors in select pockets and then embed this culture more broadly. Harvard Business School’s Project on Managing the Future of Work and BCG’s Henderson Institute, 2018. How do you build social capital with new employees who are fully remote? While awareness of the impact of mental health on work has been increasing, the pandemic—and the stresses and anxieties it has created—underscores how critical it is for employers to recognize the links between mental health and productivity. 58 % Of the workforce expects to be working from home at least 8 days a month. Social Connectivity. 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). 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 - Digital HR, When we asked respondents about their satisfaction with tools such as videoconferencing, virtual white boards, and project management software, we found another powerful driver of productivity: employees who are satisfied with their tools are about twice as likely to have maintained or improved their productivity on collaborative tasks as those not satisfied with their tools. The public sector has a unique appeal that can help it attract talent, especially among today’s employees: it offers the chance to make a difference in the world. 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. Employers can also make a therapist available for confidential appointments. The good news is that companies have already been investing heavily in the tools needed to work remotely. Mental Health. In the digital era, the public sector often can’t compete with the generous compensation packages offered by private-sector companies, particularly when recruiting for highly skilled, in-demand professions. (See The Factory of the Future, BCG Focus, December 2016.) Mental Health. Even before COVID-19, it routinely invested in setting up its TelePresence system—videoconferencing technology that makes two physically separate rooms resemble a single space—in the homes of its managers and leaders to ensure that they remain productive when working remotely and to facilitate virtual collaboration. 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. Employer expectations are in line with the seismic shift in the way employees are thinking about their workplace. While the survey covers topics like workplace motivations, it also asked Gen Z about their experience with office technology, such as productivity tools, collaboration tools, and business intelligence tools. Companies can also try to make virtual team activities fun. They view the ideal workplace as a supportive environment that gives space to varying perspectives on a given issue. And given employee desires for flexibility, the changes will also allow companies to recruit and retain the best talent. Given what our data reveals on this, all companies should be urgently investing in building their virtual social-intimacy muscles. What’s more, when we analyzed what lay behind the survey results, we uncovered key factors that are critical to maintaining and improving productivity in hybrid remote/onsite and completely remote settings. 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. To build the workforce of the future, they cannot afford to rely solely on the power of their societal mission; they must revisit the ways they attract, develop, and retain talent. In our Workplace of the Future survey, 87% of employers said they anticipate prioritizing tech and digital infrastructure investments that support sustained remote work. have a significant impact on their workforces. 2 Future leaders will also need to understand the potential impact of government interventions on complex, interrelated systems—and effectively collaborate across government agencies and with the private and social sectors. For many, this means embracing agile behaviors and mindsets in order to lead and empower cross-agency agile teams. That’s a difference of almost 400%! SWP requires two things governments often lack: accurate data on the workforce and an HR team with advanced-analytics capabilities. In our research, 60% of employees said they want some flexibility in where and/or when they work. ability to perform well in the workplace of the future. The 2018 Deloitte Millennial Survey shows that 74% of these individuals believe their organization is more innovative when it has a culture of inclusion. When part of the team is in the office and part of it is at home, how do you develop norms to ensure that everyone feels included? These can either be offered as benefits or be built into the workday itself. Understanding the drivers of productivity in this new environment and designing appropriate, sustainable working models are crucial to the success of work—both today and tomorrow. For a long time, physical health has been recognized as a driver of productivity, reducing absenteeism and creating a more focused, higher-performing workforce. One financial services company told us it believes a hybrid model (rather than 100% remote) would likely be the 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. This means promoting positive healthy behaviors in the remote and hybrid workplace. Although the COVID-19 pandemic has led to economic, health, and social devastation, it has also created an unprecedented opportunity: to run the world’s biggest-ever workplace experiment. On collaborative tasks (including exchanges with coworkers, working in teams, and interacting with clients), the number is lower. Physical Health. By enabling staff to collaborate across siloes and empowering them to make decisions independently, the pilots achieved more efficient public-sector loan writing and a 10-point increase in staff engagement. Through these types of initiatives, government can drive the culture changes required to accommodate the changing workforce and meet today’s complex challenges. One financial services company told us it believes a hybrid model (rather than 100% remote) would likely be the working model of choice for many of its employees, who see 100% remote work as unsustainable. to lose ground with every step. Today, we help clients with total transformation—inspiring complex change, enabling organizations to grow, building competitive advantage, and driving bottom-line impact. To access in-demand capabilities, governments can form partnerships with organizations outside the public sector. The World Bank conducted a staff survey that showed 80% to 90% satisfaction on mission and objectives, but only 25% satisfaction on internal processes and the way decisions are made. The survey, conducted in the US, Germany, and India, also shows that there is significant appetite for flexible ways of working … The objective is to direct talent toward critical projects while giving employees additional development opportunities. How do you create deep social connectivity in a distanced world where everyone wears a mask, which hides many telling facial expressions? High performers should be given opportunities to move laterally and work on new challenges in other agencies, for example. 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. While governments may be constrained in terms of compensation and promotions, they can think creatively about recognizing and nurturing talent. In the US, the innovation lab of the Office of Personnel Management trains federal agencies in human-centered design, which encourages organizations to overcome difficult challenges by putting citizens at the center of their problem-solving process. Social connectivity, it turns out, is what enables us to be collaboratively productive. If we could take a walk around the future workplace, what would we see? Things that might once have seemed impossible have proved surprisingly workable. And for those still onsite, social distancing and collaborating remotely with colleagues have transformed the workplace experience. 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. February 21, 2020 – Companies may be postponing further evolution of their technology organizations, a survey finds. Governments should focus primarily on hiring and building expertise internally, especially in core areas such as data analytics, emerging technologies, and cybersecurity. BOSTON—An international Boston Consulting Group (BCG) survey on employee sentiment reveals that productivity can be maintained surprisingly well in a virtual or hybrid work setting, according to a new BCG article, What 12,000 Employees Have to Say About the Future of Remote Work. 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. 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. A survey in May showed that 55% of US workers want a mixture of home and office working. Nonetheless, important gaps remain. But if, as our survey suggests, employee productivity is possible at the height of the pandemic with little to no training or preparation, some of the new ways of working could be continued in the post-COVID-19 world. Others are organizing visits to leading companies and NGOs to observe best practices in action. It’s hard to overestimate the disruption to work that has taken place over the past several months. Employers must use these tools to make it easy for employees not only to carry out their daily tasks but also to collaborate with their teams and other members of the organization—wherever they are located. Boston Consulting Group is an Equal Opportunity Employer. Cisco got ahead of the game. With collaborative productivity essential to innovation, the changes will enable companies to become more competitive. Survey question: In my company, we have a clear understanding of which digital capabilities will be needed of employees in the future. This Future of Work Survey allowed us to assess how remote working has The US Environmental ­Protection Agency offers a Skills Marketplace program that enables participating employees to apply for short-term, ­mission-critical assignments and projects posted on an internal portal. Governments can use similar techniques to collect data and metrics across agencies and systematically measure the effectiveness of talent initiatives. Governments need a major human resources overhaul. By Adriana Dahik, Deborah Lovich, Caroline Kreafle, Allison Bailey, Julie Kilmann, Derek Kennedy, Prateek Roongta, Felix Schuler, Leo Tomlin, and John Wenstrup. It sounds counterintuitive, but by 2030, many of the world's largest economies will have more jobs than adult citizens to do those jobs. 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. And this will be even more critical as companies start to hire new employees who have not built social capital from pre-COVID-19 times. For decades, private-sector companies have leveraged data to personalize customer offerings using a “segment of one” approach. The responses to the survey yielded unexpected insights. This crisis has presented a once-in-a-lifetime opportunity to reinvent the workplace. Clevertech, a software company, encourages its employees to play videogames that simulate a collaborative environment and enable complex problems to be solved by the group.2 Over 70% of managers said they are more open to flexible models for their teams than they were before the pandemic. One tech industry respondent said that “having a desk setup the same as the office and home with the same connectivity” is essential for him in maintaining productivity, while other respondents reported that digital applications and tools such as videoconferencing are important to maintaining their productivity levels. Some challenges are more demanding than others. Boston Consulting Group partners with leaders in business and society to tackle their most important challenges and capture their greatest opportunities. The workplace has undergone a dramatic shift that is fundamentally changing how we work and collaborate. Some companies were already investing in tools for the virtual workplace before the COVID-19 outbreak. One of the few certainties coming out of COVID-19 is that it will have a lasting impact on how people work going forward. Leadership Development, As described in a recent post from one of our BCG leaders, the serendipity of impromptu hallway or cafeteria-style meetings can be recreated by randomly FaceTiming team members to ask how they are doing. 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. In May 2018, the BCG Henderson Institute surveyed 11,000 workers in 11 countries: Brazil, China, France, Germany, India, Indonesia, Japan, Spain, Sweden, the United Kingdom, and the United States. While governments face many challenges as they prepare their workforce for the future, these five fundamentals of talent management have the potential to transform the way governments function from top to bottom. Transitioning to the future of work and the workplace Download the full survey C-suite perspectives on the future of work To better understand how executives are thinking about these changes, Deloitte (sponsored by Facebook) conducted an anonymous survey of 245 C-level executives in September 2016. 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. And when employees are working remotely, it adds to the challenges. Artificial intelligence, automation, and robotics will make this shift as significant as the mechanization in prior generations of agriculture and manufacturing. When it comes to promoting good employee health, companies need to focus on both physical health and mental well-being. 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