And that is not only good for business—it is good for people. Early Solutions. © Boston Consulting Group 2020. Boston Consulting Group partners with leaders in business and society to tackle their most important challenges and capture their greatest opportunities. People Strategy, In March, for example, Starbucks announced that it would provide all its US-based employees and eligible family members with 20 free therapy sessions a year, according to the Wall Street Journal. But the pandemic has accelerated the rate at which employers are coming up with ways to ensure that employees have all the equipment they need to work efficiently, even when working remotely. 2 AI in the Factory of the Future: The Ghost in the Machine AT A GLANCE Artificial intelligence is rapidly becoming essential for enhancing the productivity of industrial operations, as it enables producers to reduce conversion costs by up to 20%. Perhaps most challenging, but with the highest payback, will be figuring out how to maximize the social connectivity that takes place in the office. 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. While employees who are no longer commuting have more time to exercise, it is easy for them to be sedentary when working remotely. That’s a difference of almost 400%! 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. What digital tools do employees need in a non-office-centric workplace—particularly to support collaborative tasks? 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. Notes: Social Connectivity. And when employees are working remotely, it adds to the challenges. Our survey shows that only 13% of respondents greatly enjoy working with advanced technologies, and 34% are comfortable with advanced software in their workplaces. https://business.linkedin.com/talent-solutions/blog/work-flexibility/2020/ways-you-can-make-remote-workers-feel-included . Yet they should take heart: investing in these changes will likely pay off—and may be nothing short of essential to their competitiveness in the future. BCG surveyed, in collaboration with KRC Research, more than 1,500 managers and 7,500 white- and blue-collar employees across 15 European countries in a broad range of industries, and interviewed numerous European busi-ness leaders at major companies. And for those still onsite, social distancing and collaborating remotely with colleagues have transformed the workplace experience. When employees work remotely, how do you replicate the ad hoc, serendipitous encounters with colleagues who work on the same team or were once down the hallway? Some companies were already investing in tools for the virtual workplace before the COVID-19 outbreak. 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. Some challenges are more demanding than others. Physical Health. Social connectivity, it turns out, is what enables us to be collaboratively productive. Governments can A CEO’s Guide to Leading and Learning in the Digital Age in three main ways: they can build it, by developing skills internally; buy it, by hiring; or borrow it, through the use of temporary or contract employees. Companies have reacted swiftly to the changes. 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. 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 the following sections, we present some of these questions, along with examples of solutions that could spark ideas. 26% feel challenged or unable to cope … As they recognize the power of social connectivity at work, employers are thinking about how to replicate some of the more informal interactions that take place in physical workplaces. SWP requires two things governments often lack: accurate data on the workforce and an HR team with advanced-analytics capabilities. Mental Health. 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. Governments need a major human resources overhaul. To fulfill this role, HR must be equipped for effective strategic workforce planning (SWP). A survey in May showed that 55% of US workers want a mixture of home and office working. One of the few certainties coming out of COVID-19 is that it will have a lasting impact on how people work going forward. But employers should ask themselves a number of key questions as they work to design customized solutions. This crisis has presented a once-in-a-lifetime opportunity to reinvent the workplace. For decades, private-sector companies have leveraged data to personalize customer offerings using a “segment of one” approach. 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. To nurture leadership talent, some governments have invested in mobility programs. 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. People Strategy, May 23, 2019  © Boston Consulting Group 2020. 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. Early Solutions. Some agencies have established leadership academies that offer courses on pressing digital topics, such as managing tech disruption and adopting a data-driven mindset. 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. From free therapy sessions to educational efforts, companies are starting to develop solutions to this challenge. Our findings suggest that the future of work will be increasingly hybrid. How do you build social capital with new employees who are fully remote? Mental Health. In our Workplace of the Future survey, 87% of employers said they anticipate prioritizing tech and digital infrastructure investments that support sustained remote work. Powerful forces are driving an increasingly productive workforce for whom traditional boundaries have been eroded and whose physical workplace is shifting beyond recognition. Leadership Development, 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. While some jobs will be lost, and many others created, almost all will change. While a wholesale change of ­culture is daunting, governments can introduce new behaviors in select pockets and then embed this culture more broadly. Governments should focus primarily on hiring and building expertise internally, especially in core areas such as data analytics, emerging technologies, and cybersecurity. Early Solutions. 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. To retain digital-age employees seeking greater autonomy and empowerment, it is particularly important for governments to create an innovative, collaborative, and agile culture. 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. Today’s employees expect their employers to give them an opportunity to work in flexible and collaborative ways. Without a doubt, how businesses communicate, collaborate and engage their workforce is set to evolve, if current technological progress and trends continue. 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. 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. Investments in physical infrastructure, support (such as daycare), and digital technologies will of course be essential. 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. And collaborative productivity is essential for any company looking to improve communication, increase efficiency, accelerate skills acquisition, or harness innovation. For a long time, physical health has been recognized as a driver of productivity, reducing absenteeism and creating a more focused, higher-performing workforce. 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. On collaborative tasks (including exchanges with coworkers, working in teams, and interacting with clients), the number is lower. With collaborative productivity essential to innovation, the changes will enable companies to become more competitive. 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. 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. 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. Early Solutions. 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. The survey contains potentially good news for the many recruiters who are responsible for filling technology or digital-development jobs. 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. 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. 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. To support professional development, governments can do the following: 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 workers ranked it number one). For those working at home, how do you create the sense of a workplace. https://www.bcg.com/.../2019/building-government-workforce-of-the-future But even so, more than half—51%—of all respondents said they have been able to maintain or improve their productivity on collaborative tasks. We explored their attitudes toward flexibility, productivity (on individual, collaborative, and managerial tasks), well-being, career security, social connectivity, culture, learning and development, and the work tools they use. Things that might once have seemed impossible have proved surprisingly workable. 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. 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. To complicate matters, HR is often left out of broader strategic discussions about when and how governments plan to introduce new technologies, which leaves them behind the curve in preparing for the potential impact on the workforce. In addition, many BCG offices offer meditation sessions, online fitness classes, and health webinars. 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 A US Congressional Budget Office report found that from 2011 through 2015, federal workers with a professional degree or doctorate earned 24% less than their private-sector counterparts. The survey, conducted in the US, Germany, and India, also shows that there is significant appetite for flexible ways of working … For each new challenge that arises in the remote and hybrid work world, employers will need to determine the specific tools and techniques that fit into their corporate culture and work patterns. While this is a subjective productivity indicator, the data is still striking. 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. https://business.linkedin.com/talent-solutions/blog/work-flexibility/2020/ways-you-can-make-remote-workers-feel-included. 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. Move an unprecedented share of employees—some 40 % —to remote working to taxpayers teams than they were before pandemic! Create the sense of a workplace workforce needs, identifying capabilities gaps, and engagement initiatives to employees! Those can be more than a process pronounced in the remote and hybrid settings is tough essential. 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