In our research, 60% of employees said they want some flexibility in where and/or when they work. High performers should be given opportunities to move laterally and work on new challenges in other agencies, for example. 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. But participants in a BCG global survey … Nonetheless, important gaps remain. When it comes to promoting good employee health, companies need to focus on both physical health and mental well-being. Social Connectivity. 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. Indian companies recognize the need for a more diverse workforce and have initiated pro-grams to drive inclusion. Digital, Technology, and Data, August 11, 2020 Early Solutions. How do you build social capital with new employees who are fully remote? 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. Companies need to find ways of supporting employees’ mental health in the new remote and hybrid workplace. When we looked at respondents who are dissatisfied or doing worse on at least three factors, only 16% (from a small sample size, with a confidence interval of +/- 3% at 80% confidence) said they have been able to maintain or improve productivity. In Australia, a 2015 survey reported that only 34% of public servants felt their agency rewarded performance appropriately. To access in-demand capabilities, governments can form partnerships with organizations outside the public sector. Over the last decade, globalisation and new technologies have brought tremendous change to the way we work. 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. This Future of Work Survey allowed us to assess how remote working has Many companies are experimenting with new approaches, as P&G Indian Subcontinent is doing by inviting employees to webinars with emotional well-being experts, according to a recent report from the Economic Times of India. Given what our data reveals on this, all companies should be urgently investing in building their virtual social-intimacy muscles. (See Exhibit 1.). In our survey, we were struck to find that of respondents who are managers—and some might not expect all managers to welcome increased flexibility—most are in fact very open to this. 58 % Of the workforce expects to be working from home at least 8 days a month. 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. 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. BCG’s recent Workplace of the Future survey reveals that most organizations believe their future workforce will be much more remote than ever before: Overall, companies expect approximately 40% of employees to utilize a remote working model in the future. Canada’s Free Agent Program, for example, retains high-performing staff by offering them the ability to select projects that match their interests so they can contribute in a way that’s personally meaningful. Social connectivity, it turns out, is what enables us to be collaboratively productive. One way to increase mobility is through labor-sharing platforms that allow employees to discover new government job opportunities. Boston Consulting Group is an Equal Opportunity Employer. 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 work-ers ranked it number one). 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. What digital tools do employees need in a non-office-centric workplace—particularly to support collaborative tasks? Investments in physical infrastructure, support (such as daycare), and digital technologies will of course be essential. https://business.linkedin.com/talent-solutions/blog/work-flexibility/2020/ways-you-can-make-remote-workers-feel-included. On collaborative tasks (including exchanges with coworkers, working in teams, and interacting with clients), the number is lower. The responses to the survey yielded unexpected insights. To nurture leadership talent, some governments have invested in mobility programs. BCG: Boston Consulting Group looks at the future of Digital Factories and the future of Manufacturing Technologies The future of manufacturing is exciting. Governments need a major human resources overhaul. 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. Early Solutions. 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). Some 75% of employees said that during the first few months of the pandemic they have been able to maintain or improve productivity on their individual tasks (such as analyzing data, writing presentations, and executing administrative tasks). 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. And for those still onsite, social distancing and collaborating remotely with colleagues have transformed the workplace experience. Digital HR, Early Solutions. According to the Economic Times of India, Microsoft India is bringing in experts to educate leaders and employees on the importance of mental health and well-being during these challenging times. This isn’t a time to sit back and wait for events to unfold. The company said that its employees worked an estimated 25% of their time remotely before the pandemic, and it believes that this figure could rise to approximately 50% or more. © Boston Consulting Group 2020. Notes: 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 collaborative productivity is essential for any company looking to improve communication, increase efficiency, accelerate skills acquisition, or harness innovation. SWP requires two things governments often lack: accurate data on the workforce and an HR team with advanced-analytics capabilities. Governments can use similar techniques to collect data and metrics across agencies and systematically measure the effectiveness of talent initiatives. That’s a difference of almost 400%! In the following sections, we present some of these questions, along with examples of solutions that could spark ideas. 82. 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 key questions and examples featured here provide a starting point for consideration so that companies can enhance productivity whenever and wherever work is happening. People Strategy, 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. This makes it even more important for governments to deliver a value proposition that satisfies the expectations of today’s workforce. 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. 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? Notes: countries in workplace inclusion. How do you maintain team cohesion when some people are working remotely while others are onsite? flexible models. 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. 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. What 12,000 Employees Have to Say About the Future of Remote Work, This crisis has presented a once-in-a-lifetime opportunity to, designing appropriate, sustainable working models, How to Remain Remotely Agile Through COVID-19, BCG’s recent Workplace of the Future employer survey, https://business.linkedin.com/talent-solutions/blog/work-flexibility/2020/ways-you-can-make-remote-workers-feel-included. 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. For Credit Suisse, just a 1% reduction in attrition equates to $75 million to $100 million in annual savings. Our survey found the pandemic has forced employers to move an unprecedented share of employees—some 40%—to remote working. Mental Health. Our findings suggest that the future of work will be increasingly hybrid. 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. This evolution will increase the need for employers to measure employee productivity in conjunction with employee perceptions. This experience is yielding fascinating insights that have significant implications for the way we should organize work. 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. You can also take a closer look at the views of 10,000 people in our survey findings summary. 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. Early Solutions. In Australia, a 2015 survey reported that only 34% of pub-lic servants felt their agency rewarded per- 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%. This means promoting positive healthy behaviors in the remote and hybrid workplace. In our Workplace of the Future survey, 87% of employers said they anticipate prioritizing tech and digital infrastructure investments that support sustained remote work. Along with emphasizing this value through branding and communications, agencies can give employees more choice over how and where they contribute as public servants. If we could take a walk around the future workplace, what would we see? For a long time, physical health has been recognized as a driver of productivity, reducing absenteeism and creating a more focused, higher-performing workforce. 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. A state government in Australia worked with a health insurer to access data and analytical talent in order to better understand which clinical practices and medical treatments provided the best long-term outcomes for patients. 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. The UK Civil Service has a long tradition of temporarily assigning people to the private sector to improve the transfer of knowledge across sectors. Today, we help clients with total transformation—inspiring complex change, enabling organizations to grow, building competitive advantage, and driving bottom-line impact. have a significant impact on their workforces. With collaborative productivity essential to innovation, the changes will enable companies to become more competitive. Recreating social connectivity in virtual and hybrid settings is tough but essential. Managing Director & Senior Partner; Global Leader, People & Organization Practice; former BCG Fellow, Knowledge Business Director, People & Organization Practice. All rights reserved. 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. ability to perform well in the workplace of the future. Read the research, insights, and innovative ideas that are shaping the future … 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. 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 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. BCG was the pioneer in business strategy when it was founded in 1963. 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. Powerful forces are driving an increasingly productive workforce for whom traditional boundaries have been eroded and whose physical workplace is shifting beyond recognition. They also need to make transitions between onsite and remote work as smooth as possible, giving employees a cohesive experience that feels designed, not random, and allows them to perform at their best whether onsite or working remotely. Our findings provide compelling evidence of this: employees who have experienced better physical health during the pandemic than before it are about twice as likely to have maintained or improved their productivity on collaborative tasks as those with worse physical health. In contrast, employee dissatisfaction with a high number of these factors is cause for concern. to lose ground with every step. Artificial intelligence, automation, and robotics will make this shift as significant as the mechanization in prior generations of agriculture and manufacturing. 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. By Anthony Roediger, Jason LaBresh, Victoria Lee, Rainer Strack, and Jenny Huang. Today’s employees expect their employers to give them an opportunity to work in flexible and collaborative ways. While there have Today, we help clients with total transformation—inspiring complex change, enabling organizations to grow, building competitive advantage, and driving bottom-line impact. Similarly, government HR can leverage employee data to tailor acquisition, retention, training, and engagement initiatives to individual employees. Perhaps most challenging, but with the highest payback, will be figuring out how to maximize the social connectivity that takes place in the office. WORKPLACE STRATEGY The future role of the office is the biggest question facing corporate real estate executives today. And given employee desires for flexibility, the changes will also allow companies to recruit and retain the best talent. Online services company GitLab encourages employees to set aside a few hours per week for virtual coffee breaks and to use Slack for informal connections and conversations. How do you create deep social connectivity in a distanced world where everyone wears a mask, which hides many telling facial expressions? 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. 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