inancial services provider TIAA had a jump-start when planning for the post-pandemic return of employees to its New Yor

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inancial services provider TIAA had a jump-start when planning for the post-pandemic return of employees to its New Yor Cty headquarters Before the public health crisis upended Me, TAA was siready redesigning its midtown Manhattan The COVID-19 pandemic sparked even bigger changes. TIAA created a hybrid work model that allows about 85 percent of its 16.000 employees to perform their jobs remately at least part of the time Schedules will reflect employees' roles, business requirements and personal needs. TIAA's office in Charlotte, NC was seady being renovated to provide greater flexibility, and now the company is considering how to adapt its four other major hubs "The pandemic catalyzed us to think about work in different ways, for us to think about space and flexibility and how they can work together says Andy Habenicht TAA's senior vice president of associate experience and solutions "We're going for an approach that gives us the best of both words The pandemic dealt what is likely a serious blow to the five-day, 9-10-5 office workwees that has underpinned work life for nearly a century Flexibility had been seeping in the workplace, but now it's feeding the corporme word as companies have discovered that remote work didn't slash productivity and employees valued the arrangement to be sure such onsite businesses as hospitals, hotels retail services and manufacturing plants are less impacted. But even saccording to research from the Society for Human Resource Management (SHRM, 70 percent of employed Americans would prefer to work remately on a tul-time or part-time basis given the cotion, and 35 percent would accept e salary reduction in retum for that flexibility Also according to SHIM's research, neay 20 percent of employed Americans who would prefer to work from home in some capacity would start looking for a remate position elsewhere-and 7 percent would qut their job- their employer did not give them the option to work remately The Revolution Has Begun E mployers are taking such threats seriously Neary 60 percent of corporate leaders and they would let employees work from home occasionally and 49 percent said remote work would be OK on certain days, according to a March survey by research fim Gartner. The changes are likely to have a profound effect on corporate real estate Naay half of companies surveyed said the overall footprint could contract up to 30 percent within the next two years "This is as seismic a change as we went through is the first and second industrial revolutions says Steve Hatfield a principal with Deloitte and global leader for Future of Work. He says companies have been slowly shing toward more flexible scheduling though the pandemic accelerated the move. The pandemic uncovers that the model we've been using is gered toward shift workers on an assembly lise," he says. Companies such as Facebook, Spotty VMware, Twiter and Reddit have already given employees permission to work from wherever thay choose, though some have imposed certan imits in addition, more companies are searching for directors of remote work to manage the hybrid approach Facebook tired someone for that job last year While the transformation is occurring, many companies are still uncertain how to reorganice their existing offices and are avoiding mejor commitments while the situation is stilin "The clients are not looking to spend a whole lot of money to change the curent enestys Jonica Fotostudio deg principal at Ted Moudis Associates, a design firm Companies want more me to study how many people will be in the cand the space will be used before making large investments, the sa Potential Problems
T here are other, more immediate concerns in the near term employers want incassed safety protocol guidance from government officials with regard to masking physical distancing and unvecinated employees. "It's an interesting dienma seys Phil Nicklenko, vice president of corporate services at TIAA, which won't ask employees back until January 2022 at the e "We have a host of attomeys looking at requirements across the board in states where we have presence A year into the pandemic, Corporate executives ancety extends to how hybrid work wit eflect company culture, especially when diversity, equity and inclusion are at the top of everyone's minds in light of the killing of George Floyd and others, as well as the pandemic's effect on women's careers. Some fear that the approach will create a two- tiered system of employees and that leadership, even if only subconsciousy, may lavor those who spend more time in the office 68% while those who work remotely will be out of sight, out of mind Such thoughts are not unfounded. One study by Stanford economists concluded that employees who worked remotely reduced their rate of promotion by helf even though they were more productive than those working in the office. The research which was published in 2015 in The Quartery Journal of Economics and fotowed employees who worked it a travel agency in Chine has found a new audience amid the move to work of American workers say having the ability to work both remotely and at the worksite is the ideal workplace model. Of those who have Comply executives fear that hybrid workplaces can create and been working remotely hems Dropbor's CEO wrote last year that during the pandemic, 87% may abo perpetuate two different employee experiences that could result in bemers to inclusion and inequities with respect to performance or career trajectory. These big-pure problems are nonstarters for us. That's why the company adepted a vituat model in which employees primarily work remonly and use the office for meetings and special occasions want to keep working remotely at least one day a week once the pandemic subsides. There's a fear that women especially wit be hurt by the move to a hybrid workplace because the need to address family responsibles will make them more lity to work from home than their male counterparts. That could give men an antage in the workplace simply by being more visible and available to corporate ces. The concem is especially acute as the perch already derailed the careers of mitions of women who have Source: Prudential's Pulse of the American Worker Survey. March 2021 stepped back from the positions to care for their families. The recession caused record ob impacted. According to an analysis by Galle. 2.3 milion women left the workforce in the year ended in February compat momen "We always have to be aware of the untended consequences of programs designed to help people seys San L of Bernard College, a women's school in New York City. An expert in psychology and education Belock seys fan c populated by men, it could send a signar that women aren't welcome. "We take cues about whether we ng from our su she ad Foodback
Anticipating Problems C ompany executives say they are aware of the hybrid model's pietals and are taking measures to avoid them. One common practice more companies are adopting as conducting at meetings virtually even if some people are in the office. Proponents say that approach puts everyone in the same station Experts suggest that team members all come into the office on the same days to build camaraderie and prevent some employees from having more time than others with decision-makers AB The COVID-19 pandemic has forced businesses to rethink tightly packed workplaces. Spotify for example, is keeping its offices even though it coted to become a "virtuaifest company sst year to more than 6.000 employees are not required to visit corporate locations and can work from anywhere they choose, but the offices will be open for those who want to use them and for various gatherings and meetings The Stockholm-based streaming service created aining programs for its new reality that help managers ad geographically des teams. The programs include information on how to ensure that opportunities are offered faity and how to sout signs of and cepression. The training builds on the experience that managers garnered during the pandemic says Alex West for human resources at Spotify
1 in 3 Westerdahi says he has ad about the large numbers of people who are experiencing loneliness stress and other mental health challenges, but the wonders whether individues asums come from remote work or are a result of the cumulative effects of the workers would not want to work for an employer that required them to be onsite full time. But pende 2 in 3 remote workers believe in-person interactions are important for advancing their careers, and A New Way to Attract, Retain and Diversity Talent 43% of remote workers say they would be nervous about their job security if they worked remotely while others returned to the worksite. Technology companies are in the firetion of the movemen that allows empinyees to choose where they are work becomes much more common Such flexibility is often ched as a way to attract, retain and diversity in There's no consensus, however on how to compensate those who leave orice locas for expensive ones Source Prudential's Puse of the American Worker Sunary, March 2021 Sing service Sporty w elow employees to maintain their salaries ven if they move to a low-costar Ditto for San Franceco basad Red a news aggregeer and discussion she says on webste. "We beleve this is the right balance of fevibility and support for employees recagning the varied trades people consider when deciding where to be According to Al Westerdah a vice president for human resources Sporty tes too much hicion a locale pay we courtes He says the company benchmarks s salaries to pay rates on the coasts, noting Ty choose the middle of the country you be pad wat Westada says he's sple prople bed the egy sen by retaining and trading employees Meni Park Cafe Faceti and San Francisco bed we have opted to cut selares for employees who choose to relocate to pricey communities, according to news reports Nether company remed requests for comme Employers generally don't reduce employee Kropp group vice president and head of the compensation tor moving to a more affordable location, according to an practice at Gemein StoCo k There is a reputational and famesse Kroppseys or hose who move are having respect you have two people in the same cly and one person ives downtown and the seves father out where less expensive, you ply the Most emproyes don't need to way about salary cu Kropp says less than 5 percent of companies are going to employees to pick where they work And only 5 percent of organisations say they wit ad rem emp nough 29 pocent are considering such a mowe, according to Game Kupp says he doesn't believe une approach to remote workers series beter than the off to compares planning to base compensation on locale be uport with employees
That's the policy Palo Alto, Calit based VMware Inc. has adopted. The company tells employees what their salary will gives them information about the cost of living in their desired location. Industrial designer Sheby Barlow says she took an "almost negligible post tax pay out of about $50 a month when she moved to Miami from San Francisco earlier this year. "My purchasing power increased," she says Twent from living in nothing special house to a luxury condo"-TA Informed Decision Making incoln Financial Group is not leaving the choice of whether to return to the office up to its more than 9.000 employees consultant to look at the tasks required by each position to determine which jobs require employees to be onsite use which can be done remotely. Most employees will have a flexible schedule, though the amount of time each must spend onsite depend on their role "You can't go rogue and let people decide" says Jen Wame senior vice president and chief talent officer for the Radnor Pa-base company "It would be challenging and hectic for the business Previously, Warme says, managers decided who could work remotely, and that led to significant differences between departments "There was inequity in flexibility she explains. This is consistency based on job type Flexibility and Freedom V Mware Inc., a Palo Alto, Calf-based software company, opted to let its 31,000 employees work from wherever they choose though it is keeping its nearly 200 offices across the globe open for those who opt to work onsite. The offices will also serve as meating hubs that will help maintain teem culture, says Rich Lang, the company's senior vice president of human resources Lang says that to ensure remote employees aren't being punished for their status, the company will track their promotions just es measures career progress based on gender ethnicity and rece. Stil, he isn's overly worned about preferential treatment being an au because managers have growe accustomed to managing remote workers
Today's workers spend more time on their own, making culture a bigger challenge. And he says the new approach will help the company's diversity efforts as it is now recruiting in places where it never has before such Ostrot and Bimore People are pretty skilled now on how to have have inclusive meetings on Zoom,"Lang says "Wa toid people to work where it works for you Employees who have taken advantage of the company's offer to work tom anywhere are mware of the potential risks, such as not heving enough face time with management and maang out on high protesgrimas S, industrial designer Sheby Barlow jumped at the chance to move to Miami, where she can rent a kury apartment with water view and a poal for $1.550 a month in San Francisco, she was paying $1,600 for only one room, and various suns with roommates forced her to move three times last year 1 never felt I could get settled Below says "The expense of t started to feel suffocating Barlow says she and her manager had multiple conversations before her move to establish expectations and a communication schedule Te not tearful" she says think VMware) will support me This is an opportunity for me to advocate for mysel Rethinking Real Estate ome companies are offering their remote employees an soportunity to encecwoning spaces Schede E She ty managing the smal uffices was asady taking an outed amount of her time and that the time spent on was only expected to grow as the company implemented the necessery COVD satery pracs Eary this yea Schneider idaces with Up New York City-based network of co-working space for its employees in severocations
S happen the office Theresa Agovine is the workploce editar Marshalinga Remte Workforce aman Murph has a rere position He's dructor of te for Get comply developer with 1300 employees Few compenes les fough the move to hybnd works expected jobs ke much more common Por to joining Gitas in 2019 Murgh spent m decade overseeing remote antematons in the making communications and supply chain indust20 Sanness World Record for the most pro begger 212 for engadget.com recently AR "We don't always want employees to work t 85% of remote workers say their managers are responsible for connecting them to the company's culture, and tit 8 in 10 say senior leaders also have a responsibility. Remote workers say the top ways employers can strengthen company culture are by offering remote-work resources, updating policies to reflect the way work has changed (e.g., flexible schedules, no-meetings days) and increasing communications from leaders. 52% of workers say their company is going through significant changes beyond adjusting to the pandemic. Souce Foodback
Remote work offers Darren Murph some benefits, including the occasional visit from his son What does your job entail? I work at the intersection of culture, operations, pecole, telent branding, marketing and communication colabor functions of the business to support Gitlab clents and partners seeking gudance on mastering remote workflows and building culture Ichampion GitLab's alivemote culture and indutives through content creation terviews webs cose studes, podcasts and partnerships with organizations and universities I work across the compery to ensure that Ga team members acimale wal to remote and share our learnings we those outside of the Gitab genion How do you create and maintain a company culture when all your employees are reme Building a culture across a company where there are no offices reques intentionally While technology and tools are enabling companies to operate efficiently in a remote setting, its important to focus on documenting culture first the tools to support in co-located companies. Es essy to let culture be shaped by office decor the neighoonood in whi company's headquarters is located or the loudest vace in the room. Esta se stegneeme e remote team, there's ne office vihe, hip coffee or Sposty plays that decide the culture Culture the same of how wel values are adhered to and reinforced in an organization Therefore, culture can only be made prescriptively articulated and visibly idorced through elements such as scretionary bonuses and g values. ber Aside from institutions such as hospitals or warehouses, can all businesses operate remotely for certain industries Foodback
Industries that produce digital outputs software designateng manating editorial etc) are most amenable to remote work, es everyone is on the same playing fuld by aut Howeveral duties can enjoy some benets How can management ensure that remote work is su Effective remate leadership requires absolute te spoors Even apay equal to sabotage. The way to rea that remote work is net ebout whew any individuals about how the work gets dendamentally about reachitecting all workdows to be effective in a lection-agong Acutest Down this workflow only work when everyone is in the office the a charge Leaders who reuse to recognize the sea sent feng to more-flexble organizations that change in workplace Serbity will see heightened fo invest in and support w most companies are adopting a hybrida a will spend some time in the office Unlike How will that affect the director of emate's jo Hyb organications neda director of retale workenre Act and amote Jmente only one playing field to administer Hybrid has two or more une playing felds Thema geweed a serioader who constantly balances myned experiences and works to find t and benefits for at Hybrids extraordinary Drawing cysunction and affout to do wel. By defaut these organizations and How can you ensure that the people who primarily work o art of getting more face time with leaders By keeping the entive team out of t office ven the office perfecuties remain in-office say that a workflow all event to office cereric, thereby tag the officiency of renale workers Butkeeping executives out of the office sends a dear signal that the office is not the center of power and career development The requires a tremendous amount of intersonality and get rewarding the seaty that aree is a fundamentally more inclusive and wate design than hybud remote The thing you want people coming in the office amerty to rub shoulders with the right people and playing politics to advance ther com futter sing their emote colleagues who are proting community family and location-A HR DAILY NEWSLETTER News und and analysis as well as brok pas as jos beter sach bu Email Address