Fortune 500 HR leaders weigh in on how companies can foster employee well-being and productivity in a flexible work environment.
11/13/2023 10:00 A.M.
2 minute read
The work landscape is evolving, with remote and hybrid models gaining prominence. However, recent Gallup data suggests that the impact on employee well-being is complex, according to an article from SHRM.
In a 2023 Global State of the Workplace Report encompassing over 140 countries, individuals working remotely, either full-time or part-time, reported higher stress and anger compared to their on-site counterparts.
This raises a crucial question for organizational leaders: How can companies foster both well-being and productivity in a flexible work environment?
According to findings from Fortune 500 HR leaders, only 27% of chief human resources officers (CHROs) advocating for full flexibility (zero days in the office) believed it positively impacted mental health. In contrast, HR leaders requiring one to five days in the office expressed varying degrees of optimism, with those mandating four to five days showing the highest positive sentiment at 47%.
Interestingly, Gallup’s global data reveals that remote and hybrid employees consistently reported higher engagement levels compared to their on-site counterparts, aligning with increased productivity and performance. Fortune 500 HR leaders echoed this sentiment, with 41% of those with the most flexible policies noting a general increase in productivity over the past year.
This dichotomy presents a conundrum for company leaders. On one hand, full flexibility may jeopardize employee well-being, while on the other, a return to the office could lead to lower engagement and productivity.
So, how can organizations navigate this delicate balance?
Gallup’s survey of the U.S. workforce revealed a surprising divide: 50% prefer a traditional “splitter” approach, working 9 a.m. to 5 p.m. with life activities before or after work, while the other 50% lean toward a more integrated “blender” model, alternating between work and life activities throughout the day. Notably, HR leaders consistently underestimated the percentage of workers favoring the “splitter” approach.
This preference matters significantly. When employees are unable to work in their preferred manner, they are more likely to experience disengagement, burnout, and an increased inclination to seek new opportunities, according to the article.
SHRM writer Jeremie Brecheisen notes that recognizing and respecting these preferences can contribute to a healthier and more productive work environment.
“To be truly engaged and productive, your employees must thrive in both their work and their life,” Brecheisen wrote. “Organizations that help employees find their version of balance, prioritize their feelings of being cared for, and ensure managers are actually equipped to lead remote and hybrid teams have a good chance of improving both well-being and productivity in our new era of work.”
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