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The Post-Covid Office
In the past year, the office job in the information economy received a sudden shock. At its peak, not so long ago, a pre-vaccinated office workforce worked more from home than from a traditional office, about ten times more than before the pandemic. According to the University of Chicago, as late as March 2021, 45 percent of work services were still performed in the home environment. This begs the question, will office work go back to the way it used to be, when employees committed to spending long hours away from their families in busy office buildings reached by heavy commuter traffic? And if so, why?
It is not yet known whether the Covid pandemic has unknowingly led to a paradigm shift in the division of labor in the long term. It will surely be one of the most interesting trends in the coming years. At the moment, a look at some of the currently available, albeit sparse, indicators seems to indicate that some degree of change in the way work may be happening in the near future.
It is fair to assume that most managements would like to return to normal times where they can continue with the management practices they are used to. If the plan is to make a more permanent reorganization to increase flexibility, such as telecommuting, it probably won’t be welcomed by managers. To dust off that old 20th century business expression, it comes from the ranks.
A report from Microsoft WorkLab published earlier this year reveals some relevant findings. Almost three quarters of employees wish for the possibility of remote work. Although telecommuting has its downsides, many workers have found that productivity can still be maintained through technological means in a comfortable environment with less stress and less burnout. According to this report, there is a growing demand among office workers for a more permanent flexible, distributed, mixed or hybrid production model.
Older Generation Z and younger Millennials form a cohort that can be informative here. Living and working with devices is natural for them. It is reasonable to expect that they will increase flexibility. If their resumes and LinkedIn profiles start to show more measurable accomplishments from remote work, they’re communicating not only that they can do it, but that they want to hire for positions that honor those skills. Balancing productivity and well-being in modern times is only growing as a necessary calibration, and younger workers are likely to lead the way in the context of adaptive work styles.
Businesses don’t have to push for this change kicking and screaming. Signs are emerging among the C-levels that point to the recognition of likely changes to come. The Work Trend Index study by Edelman Data & Intelligence reveals that 66% of business leaders are considering remodeling their office space to increase flexibility. The reasons are twofold. As stated earlier, the workforce is increasingly showing a desire for workplace flexibility. This could probably become an incentive to attract the necessary talent who do not want to commit to traditional institutional rules. Additionally, companies are recognizing some of the benefits of the Covid-induced telecommuting experiment in the form of lower overhead costs and increased productivity reported by NPR, as claimed by the Harvard Business Review.
It is likely that several variations of the hybrid model will be established in the future, combining traditional office-centric requirements with increased distribution or remote work opportunities for employees. While no one could have reasonably predicted that the compatibility of modern communication technologies with a global pandemic would drive this trend, the result may ultimately be a boon for employees and their managers. It is hoped that employers will seriously consider such changes.
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