When teams are split between home and office, remote members often feel at a disadvantage during meetings vis-à-vis those who are physically together. to lose ground with every step. Boston Consulting Group is an Equal Opportunity Employer. While there have 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. To be prepared for the future, you have to understand it. 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, we help clients with total transformation—inspiring complex change, enabling organizations to grow, building competitive advantage, and driving bottom-line impact. An impressive 79% of respondents who indicated they are satisfied or doing better on all four of these factors said they have been able to maintain or improve productivity on collaborative tasks. 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. This makes it even more important for governments to deliver a value proposition that satisfies the expectations of today’s workforce. Our survey shows that only 13% of respondents greatly enjoy working with advanced technologies, and 34% are comfortable with advanced software in their workplaces. (See Exhibit 2.) In this data-filled -- and quite charming -- talk, human resources expert Rainer Strack suggests that countries ought to look across borders for mobile and willing job seekers. For many, this means embracing agile behaviors and mindsets in order to lead and empower cross-agency agile teams. Nonetheless, important gaps remain. Even prior to the pandemic, remote working was a well-established trend as employees became less dependent on the physical office to successfully perform their 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. The City of Chicago teamed up with insurer Allstate to develop a data-driven model that helped health inspectors monitor food establishments, allowing them to zero in on health violations more quickly than ever before. Things that might once have seemed impossible have proved surprisingly workable. 1 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. While governments face many challenges as they prepare their workforce for the future, these five fundamentals of talent management have the potential to transform the way governments function from top to bottom. How do you create team-level work-life balance? This evolution will increase the need for employers to measure employee productivity in conjunction with employee perceptions. Employers can also make a therapist available for confidential appointments. Mental Health. BCG has created wellness challenges for employees and highlighted winners in the company newsletter. 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). But even so, more than half—51%—of all respondents said they have been able to maintain or improve their productivity on collaborative tasks. When it comes to promoting good employee health, companies need to focus on both physical health and mental well-being. When part of the team is in the office and part of it is at home, how do you develop norms to ensure that everyone feels included? While companies are increasingly recognizing the importance of this issue, managing employee mental-health challenges—both recognizing problems and addressing them—has never been easy for companies. This means developing new hybrid working models that enable employees to move seamlessly between onsite and remote work, as well as thinking about the appropriate physical space—both size and shape—for the hybrid office. But this takes time, and governments need to consider how they can gain long-term capabilities more quickly by facilitating the movement of existing staff within government and by partnering with the social and private sectors. Five CEO Priorities To respond proactively, CEOs must under- Source: Interviews with industry experts, physician survey, BCG Analysis. 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. 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. to changing customer needs. Read the research, insights, and innovative ideas that are shaping the future … Combined with our findings on what drives employee productivity, this underscores the fact that listening and responding to what employees want are essential to a company’s success, including its ability to attract and retain talent. But participants in a BCG global survey … Increasing mobility across government contributes to richer career paths, greater employee engagement, and a better match between talent supply and demand. Today, we help clients with total transformation—inspiring complex change, enabling organizations to grow, building competitive advantage, and driving bottom-line impact. In the future when working in the office, employees 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 nurture leadership talent, some governments have invested in mobility programs. 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). 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. The Singapore Administrative Service identifies and nurtures high-potential talent for top government posts; select employees are rotated through various agencies and assignments in preparation for assuming high-level roles. As technology rapidly evolves, we need to have people who 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. You can also take a closer look at the views of 10,000 people in our survey findings summary. 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. Given the ubiquity of digital technology in the traditional workplace, the virtual or hybrid version needs to replicate this. Front, a workplace-communications platform provider, offers an employee assistance program in the form of a confidential counseling service to help employees with challenges related to work, family, stress, finances, and other personal issues. 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. How do you foster a culture in which leaders see it as their responsibility to design and execute social-connectivity strategies and practices for their teams? This experience is yielding fascinating insights that have significant implications for the way we should organize work. 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. Social Connectivity. That’s a difference of almost 400%! But the standard talent management strategy is sorely outdated. Governments need a major human resources overhaul. Some challenges are more demanding than others. 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. And we focused our analysis on collaborative tasks because, as our survey reveals, in this new remote or hybrid world, collaborative work seems harder and appears to generate the most concern among employers—many of whom assume teams need to meet in person to collaborate. Without a doubt, how businesses communicate, collaborate and engage their workforce is set to evolve, if current technological progress and trends continue. 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. 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. In the following sections, we present some of these questions, along with examples of solutions that could spark ideas. To meet this challenge, governments need to focus on five fundamentals: delivering a superior employee value proposition; fostering a culture where innovation can thrive; cultivating leaders who are equipped to tackle today’s problems; using creative partnerships to build capabilities; and strengthening the strategic role of human resources. The desire to innovate in government can be a tough sell in a risk-averse culture driven by public scrutiny and accountability to taxpayers. 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. For decades, private-sector companies have leveraged data to personalize customer offerings using a “segment of one” approach. Early Solutions. © Boston Consulting Group 2020. We see a number of companies coming up with creative ideas. WORKPLACE STRATEGY The future role of the office is the biggest question facing corporate real estate executives today. What digital tools do employees need in a non-office-centric workplace—particularly to support collaborative tasks? By Kam Dhillon, January 11, 2018 - Future Workplace • Future Workplace 2025 • Future Workplace 2025 - Articles • Future Workplace 2025 - Resources • Research An overwhelming 92% of participants in the Workplace 2025 study in the Benelux region state that interoperability with outdated technology is a challenge to workplace productivity. 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. 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. How do you build social capital with new employees who are fully remote? In response, it piloted agile project teams designed to boost employees’ morale and encourage collaborative decision making. Boston Consulting Group partners with leaders in business and society to tackle their most important challenges and capture their greatest opportunities. Over 70% of managers said they are more open to flexible models for their teams than they were before the pandemic. Survey question: In my company, we have a clear understanding of which digital capabilities will be needed of employees in the future. 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. While this is a subjective productivity indicator, the data is still striking. It can be an outcome that drives productivity, value and impact by unlocking human potential and creating an organization that is resilient to risk, fit for the future and grounded in meaning for workers whose identity will drive sustained results. 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. This includes forecasting future workforce needs, identifying capabilities gaps, and developing strategies to address these gaps. BCG: Boston Consulting Group looks at the future of Digital Factories and the future of Manufacturing Technologies The future of manufacturing is exciting. https://business.linkedin.com/talent-solutions/blog/work-flexibility/2020/ways-you-can-make-remote-workers-feel-included. Today’s employees expect their employers to give them an opportunity to work in flexible and collaborative ways. 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. Public Sector, Companies have reacted swiftly to the changes. Transitioning to the future of work and the workplace Download the full survey C-suite perspectives on the future of work To better understand how executives are thinking about these changes, Deloitte (sponsored by Facebook) conducted an anonymous survey of 245 C-level executives in September 2016. BCG was the pioneer in business strategy when it was founded in 1963. To build the workforce of the future, they cannot afford to rely solely on the power of their societal mission; they must revisit the ways they attract, develop, and retain talent. This means organizations need to recruit differently than they have in the past and offer more robust opportunities for growth. 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? To retain digital-age employees seeking greater autonomy and empowerment, it is particularly important for governments to create an innovative, collaborative, and agile culture. For those working at home, how do you create the sense of a workplace. These efforts continue to be scaled up. 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. It’s now clear that business as usual will be different in the world of work. 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. (See The Factory of the Future, BCG Focus, December 2016.) Indian companies recognize the need for a more diverse workforce and have initiated pro-grams to drive inclusion. But even those can be recreated with impromptu calls, whether by phone or FaceTime. 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. This Future of Work Survey allowed us to assess how remote working has This response was most pronounced in the US (67%), while the figure was 50% in India. 26% feel challenged or unable to cope … 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. BCG’s Centre for Canada’s Future surveyed over 5,000 working Canadians on gender, LGBTQ2, racial and ethnic, Indigenous, and disability issues in the workplace.1 Respondents vary in age and seniority, live across the country and work in a range of industries and roles. These AHCA/NCAL members used BCG Research to collect, calculate and download their CoreQ scores to achieve this recognition. All rights reserved. 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. When reimagined, work can be more than a process. In our Workplace of the Future survey, 87% of employers said they anticipate prioritizing tech and digital infrastructure investments that support sustained remote work. 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. Door of Clubs: What 5,000 Gen Z’ers Tell Us About the Future of Work And that is not only good for business—it is good for people. 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. The survey, conducted in the US, Germany, and India, also shows that there is significant appetite for flexible ways of working … It sounds counterintuitive, but by 2030, many of the world's largest economies will have more jobs than adult citizens to do those jobs. The objective is to direct talent toward critical projects while giving employees additional development opportunities. By Adriana Dahik, Deborah Lovich, Caroline Kreafle, Allison Bailey, Julie Kilmann, Derek Kennedy, Prateek Roongta, Felix Schuler, Leo Tomlin, and John Wenstrup. This crisis has presented a once-in-a-lifetime opportunity to reinvent the workplace. Notes: Early Solutions. What’s more, when we analyzed what lay behind the survey results, we uncovered key factors that are critical to maintaining and improving productivity in hybrid remote/onsite and completely remote settings. Managing Director & Senior Partner; Global Leader, People & Organization Practice; former BCG Fellow, Knowledge Business Director, People & Organization Practice. Over the last decade, globalisation and new technologies have brought tremendous change to the way we work. Digital, Technology, and Data, August 11, 2020 A survey in May showed that 55% of US workers want a mixture of home and office working. Governments can also tap into the growing desire for purpose-driven work, an area where they have a natural advantage over the private sector—although not a monopoly. Employers can also consider scheduling regular meetings while out walking in order to build physical fitness into the workday. In a 2018 survey of 6,500 executives worldwide, conducted by BCG in partnership with Harvard Business School’s Man - aging the Future of Work initiative, roughly 40% of respondents said they expected freelance workers to account for an increased share of their organization’s work - 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. 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 India’s latest report ‘From Intention to Impact: Bridging the Diversity Gap in the Workplace’ examines the reasons for this trend and suggests how these issues can be addressed. 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. The responses to the survey yielded unexpected insights. Digital HR, 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. 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. Early Solutions. While governments may be constrained in terms of compensation and promotions, they can think creatively about recognizing and nurturing talent. The survey contains potentially good news for the many recruiters who are responsible for filling technology or digital-development jobs. Notes: Respondents told us they miss “being able to spontaneously walk to a coworker’s desk and discuss an issue” and “social gatherings at work.” It will be critical for companies to recreate this connectivity regardless of where employees are located. 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. The authors are grateful to many people who contributed to the research, writing, and production of this report, including Gaby Barrios, Stefanie Beck, Gibson Farone-Collins, Beth Kaufman, Elizabeth Kuriakose, and Krista Ryu. 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. 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). 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. 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. https://www.bcg.com/.../2019/building-government-workforce-of-the-future Furthermore, our survey suggests that employees miss the connectivity they had with colleagues in the office. February 21, 2020 – Companies may be postponing further evolution of their technology organizations, a survey finds. Workplace Tools. Without being able to provide access to a corporate gym, what other benefits, incentives, and structures might you put in place to encourage physical well-being? The UK Civil Service has a long tradition of temporarily assigning people to the private sector to improve the transfer of knowledge across sectors. 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. For a long time, physical health has been recognized as a driver of productivity, reducing absenteeism and creating a more focused, higher-performing workforce. And this presents both challenges and opportunities: to reimagine the entire employee experience and to create conditions that allow employees to thrive in the workplace of the future—one that will be far less office centric. When employees are working remotely, it is hard to replicate the spontaneity of the “water cooler moment” or the camaraderie created by an impromptu lunch, a hallway conversation, or even a fire drill. People Strategy, May 23, 2019 58 % Of the workforce expects to be working from home at least 8 days a month. However, governments often do not sufficiently invest in learning and career development opportunities. What role does the company play in either providing the physical tools and equipment needed to work from home, such as external monitors and ergonomic chairs, or compensating employees so that they can purchase them? 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. A BCG analysis found that using advanced robots can reduce conversion costs by up to 15%, and combining advanced robotics with other technologies, process en - hancements, and structural layout changes can yield savings of up to 40%. Our survey found the pandemic has forced employers to move an unprecedented share of employees—some 40%—to remote working. When we asked respondents about their satisfaction with tools such as videoconferencing, virtual white boards, and project management software, we found another powerful driver of productivity: employees who are satisfied with their tools are about twice as likely to have maintained or improved their productivity on collaborative tasks as those not satisfied with their tools. This means promoting positive healthy behaviors in the remote and hybrid workplace. Investments in physical infrastructure, support (such as daycare), and digital technologies will of course be essential. Others are organizing visits to leading companies and NGOs to observe best practices in action. SWP requires two things governments often lack: accurate data on the workforce and an HR team with advanced-analytics capabilities. Governments should focus primarily on hiring and building expertise internally, especially in core areas such as data analytics, emerging technologies, and cybersecurity. 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. The responses also reveal a significant shift in employee expectations for the future of work, with a keen appetite for flexible ways of working—and increased openness to this from managers. Harvard Business School’s Project on Managing the Future of Work and BCG’s Henderson Institute, 2018. 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. Human resources must serve as a strategic partner for public-sector leaders, one that plays a key role in helping improve overall government performance. Initiatives range from helping employees to create comfortable workstations by giving them allowances for the purchase of equipment to delivering technology and office equipment to their homes and subsidizing their broadband costs. The few certainties coming out of COVID-19 is that it will be even more important for governments bcg workplace of the future survey. That allow employees to remain fit and well productivity as the mechanization in prior generations of agriculture and.. 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