The world is slowly but surely recuperating from the shock of the pandemic in 2020. Economic growth is picking up, albeit at a modest rate owing to geopolitical disturbances in Europe and some parts of Asia.
Organizations embraced an “onsite” model till 2020, when the majority transitioned to a virtual work mode with a “reasonable” success. Organizations and leaders who now aspire to a hybrid model therefore position that as an amalgamation of what they have experienced in the past – onsite and remote.
CCL’s WORK 3.0 research however highlights that leaders may be underestimating the amount of transition or shift required to align with the hybrid world by looking at it incrementally over onsite and remote models. Owing to the unique “tensions” that may emerge around self-identity, inclusion, psychological safety, biases, etc., the hybrid world has a distinctive character of its own. It almost exists in a separate plane!
Organizations are aggressively striving to get back to pre-pandemic business activity levels. Top of mind for organizations is to reinvent and reset themselves for the “new” world, from business, technology, and talent standpoints. Societies want organizations to be more purpose-driven, having primarily stakeholder-driven agendas. Employees are seeking incremental meaning from their work, higher flexibility, and better “quality” of life. Dissatisfaction around such asks is partially manifesting in “the Great Resignation,” “Antiwork,” or “Lying Flat” movements across the world
Demand-Supply of Flexible Job Opportunities MORE JOBS & EVEN MORE APPLICANTS
Owing to the pandemic and giving in to talent expectations, organizations in Asia have taken a big psychological leap in their talent philosophy, opening up a large volume of new hirings/openings to the remote option. Considering paid jobs advertised in Australia, India, and Singapore on the LinkedIn platform, there is a larger proportion of paid job postings that offer remote work options compared to one year ago. This reflects that companies are becoming more open to providing workers with flexible work options. On the supply side, we also see that job applicants are showing more interest in jobs that offer remote options. Relative to their absolute share of all job postings, those that offer remote options receive more interest on average.
Hybrid Work Model TIME SPENT IN THE OFFICE HAS CONSIDERABLY REDUCED Source: CCL Research 2022.
The hybrid workplace model combines remote workers with onsite workers, with some or all employees having the flexibility to choose where and when they work. In-office time may be allocated by days or by teams, or on an as-needed basis. www.SAP.com A hybrid work model supports a blend of in-office and remote workers who may work at all levels in the organization.
They might work onsite or off-site, with many employees switching between those environments regularly, depending on their needs. www.cisco.com N=2170 Question: What are the pre-Covid and post-Covid expectations (in your organization) around time spent by the workforce at the company office/onsite? From a pre-pandemic level when one-in-two organizations expected employees to spend 100% of their work time in a physical office, post-pandemic, this number changed to one-in-eight. Over four-in-five organizations have settled for a flexible work arrangement, most still trying out different combinations of workplace discretion. This discretion that employees have around workplace is termed as hybrid work, or hybrid world, or Work 3.0. In a way, hybrid is a combination of co-located and dispersed teams mostly working in a synchronous mode (and sometimes in an asynchronous mode.)
