Managing Director & Senior Partner; Global Leader, People & Organization Practice; former BCG Fellow, Knowledge Business Director, People & Organization Practice. It’s now clear that business as usual will be different in the world of work. It is encouraging, therefore, that managers appear receptive to flexible models. Early Solutions. 1 To retain digital-age employees seeking greater autonomy and empowerment, it is particularly important for governments to create an innovative, collaborative, and agile culture. 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. Some companies were already investing in tools for the virtual workplace before the COVID-19 outbreak. How do you create deep social connectivity in a distanced world where everyone wears a mask, which hides many telling facial expressions? 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. The UK Civil Service has a long tradition of temporarily assigning people to the private sector to improve the transfer of knowledge across sectors. (See The Factory of the Future, BCG Focus, December 2016.) Additionally, ­Singapore’s Public Service Leadership ­Programme develops leaders with specialized capabilities for key functions that span multiple agencies in areas such as economy building, infrastructure and environment, security, social issues, and administration. 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. BCG has created wellness challenges for employees and highlighted winners in the company newsletter. 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. The workplace has undergone a dramatic shift that is fundamentally changing how we work and collaborate. © Boston Consulting Group 2020. How do you maintain team cohesion when some people are working remotely while others are onsite? These can either be offered as benefits or be built into the workday itself. 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. 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. The 2018 Deloitte Millennial Survey shows that 74% of these individuals believe their organization is more innovative when it has a culture of inclusion. Governments should focus primarily on hiring and building expertise internally, especially in core areas such as data analytics, emerging technologies, and cybersecurity. Mental Health. While governments may be constrained in terms of compensation and promotions, they can think creatively about recognizing and nurturing talent. Similarly, government HR can leverage employee data to tailor acquisition, retention, training, and engagement initiatives to individual employees. 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. 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. © Boston Consulting Group 2020. This makes it even more important for governments to deliver a value proposition that satisfies the expectations of today’s workforce. This includes forecasting future workforce needs, identifying capabilities gaps, and developing strategies to address these gaps. Digital HR, 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. Governments can use similar techniques to collect data and metrics across agencies and systematically measure the effectiveness of talent initiatives. And collaborative productivity is essential for any company looking to improve communication, increase efficiency, accelerate skills acquisition, or harness innovation. Understanding the drivers of productivity in this new environment and designing appropriate, sustainable working models are crucial to the success of work—both today and tomorrow. 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. 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. 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. While there have For Credit Suisse, just a 1% reduction in attrition equates to $75 million to $100 million in annual savings. When it comes to promoting good employee health, companies need to focus on both physical health and mental well-being. 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. It sounds counterintuitive, but by 2030, many of the world's largest economies will have more jobs than adult citizens to do those jobs. That’s a difference of almost 400%! This response was most pronounced in the US (67%), while the figure was 50% in India. In the following sections, we present some of these questions, along with examples of solutions that could spark ideas. BCG Research congratulates the 149 Skilled Nursing Facilities and Assisted Living Centers who were recognized through the 2020 AHCA/NCAL Quality Initiative Recognition Program for achievements in Customer Satisfaction!. People Strategy, May 23, 2019  What’s more, this applies across geographic areas as well as to both remote employees and those who have remained mostly onsite—indicating that changes to the ways of working are having an impact across the board. A productive workforce is a healthy workforce. This Future of Work Survey allowed us to assess how remote working has Given what our data reveals on this, all companies should be urgently investing in building their virtual social-intimacy muscles. 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 - To be prepared for the future, you have to understand it. 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. Boston Consulting Group is an Equal Opportunity Employer. This crisis has presented a once-in-a-lifetime opportunity to reinvent the workplace. Today, we help clients with total transformation—inspiring complex change, enabling organizations to grow, building competitive advantage, and driving bottom-line impact. But employers should ask themselves a number of key questions as they work to design customized solutions. 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. 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. 2 People Strategy, High performers should be given opportunities to move laterally and work on new challenges in other agencies, for example. 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. What digital tools do employees need in a non-office-centric workplace—particularly to support collaborative tasks? A Decoding Global Talent 2018 of 366,000 people worldwide, conducted with the online international recruitment company The Network, found that out of 26 workplace satisfaction factors, respondents ranked “learning and training opportunities” and “career development” fourth and fifth, respectively. Companies can also try to make virtual team activities fun. 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? Patients Prescribers Medical Representatives/ Pharmacos Pharmacy. Our survey found the pandemic has forced employers to move an unprecedented share of employees—some 40%—to remote working. It is too soon to provide all the answers. 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. While this is a subjective productivity indicator, the data is still striking. Our findings suggest that the future of work will be increasingly hybrid. 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. 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. Employers can also make a therapist available for confidential appointments. One of the few certainties coming out of COVID-19 is that it will have a lasting impact on how people work going forward. Powerful forces are driving an increasingly productive workforce for whom traditional boundaries have been eroded and whose physical workplace is shifting beyond recognition. (See Exhibit 3.) WORKPLACE STRATEGY The future role of the office is the biggest question facing corporate real estate executives today. 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? 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. And given employee desires for flexibility, the changes will also allow companies to recruit and retain the best talent. Future of Work expert Dan Schawbel and Oracle's Emily He discuss. 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. flexible models. In Australia, a 2015 survey reported that only 34% of public servants felt their agency rewarded performance appropriately. But even so, more than half—51%—of all respondents said they have been able to maintain or improve their productivity on collaborative tasks. Digital, Technology, and Data, August 11, 2020  What steps should you take to help employees manage the burdens of working remotely, such as the blurring of work-life boundaries and the cognitive overload from being digitally engaged all day? In our Workplace of the Future survey, 87% of employers said they anticipate prioritizing tech and digital infrastructure investments that support sustained remote work. 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. Without a doubt, how businesses communicate, collaborate and engage their workforce is set to evolve, if current technological progress and trends continue. 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. Meanwhile, with 29% of respondents telling us they have experienced worse overall mental health during COVID-19, it is imperative for employers to create awareness and develop tools and benefits that support employees’ needs. With collaborative productivity essential to innovation, the changes will enable companies to become more competitive. 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. 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. Harvard Business School’s Project on Managing the Future of Work and BCG’s Henderson Institute, 2018. 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. Over the last decade, globalisation and new technologies have brought tremendous change to the way we work. have a significant impact on their workforces. Survey question: In my company, we have a clear understanding of which digital capabilities will be needed of employees in the future. Similarly, survey responses show a correlation between mental health and productivity: people who have experienced better mental health during the pandemic than before it are about two times more likely to maintain or improve their productivity on collaborative tasks than those who have experienced worse mental health. By Adriana Dahik, Deborah Lovich, Caroline Kreafle, Allison Bailey, Julie Kilmann, Derek Kennedy, Prateek Roongta, Felix Schuler, Leo Tomlin, and John Wenstrup. While some jobs will be lost, and many others created, almost all will change. Some challenges are more demanding than others. 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. 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? For example, the US Office of Personnel Management’s Center for Leadership Development offers training for aspiring government leaders in subjects such as the fundamentals of human-centered design and resiliency 2.0, alongside more traditional leadership courses. This experience is yielding fascinating insights that have significant implications for the way we should organize work. Things that might once have seemed impossible have proved surprisingly workable. 26% feel challenged or unable to cope … Please rate on a scale of 1-4: “The advanced use of techno-logy is already a requirement, but it will become even more important in the future. This highlights the importance of building time for sleep, exercise, and nutrition into the new work routines. For many, this means embracing agile behaviors and mindsets in order to lead and empower cross-agency agile teams. Some agencies have established leadership academies that offer courses on pressing digital topics, such as managing tech disruption and adopting a data-driven mindset. Human resources must serve as a strategic partner for public-sector leaders, one that plays a key role in helping improve overall government performance. Mental Health. Today’s employees expect their employers to give them an opportunity to work in flexible and collaborative ways. 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. 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. Recreating social connectivity in virtual and hybrid settings is tough but essential. Companies have reacted swiftly to the changes. Related Expertise: If we could take a walk around the future workplace, what would we see? 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. 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. But participants in a BCG global survey … BCG was the pioneer in business strategy when it was founded in 1963. To complicate matters, HR is often left out of broader strategic discussions about when and how governments plan to introduce new technologies, which leaves them behind the curve in preparing for the potential impact on the workforce. Boston Consulting Group is an Equal Opportunity Employer. Social connectivity, it turns out, is what enables us to be collaboratively productive. Future leaders will also need to understand the potential impact of government interventions on complex, interrelated systems—and effectively collaborate across government agencies and with the private and social sectors. 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 that is not only good for business—it is good for people. Employers can also consider scheduling regular meetings while out walking in order to build physical fitness into the workday. In a recent BCG survey of investors, 88% said that they want CEOs to focus on build-ing capabilities to create advantage, drive future growth, and be better positioned for winning the future, and 65% are even open to dividend cuts to drive current resilience and future advantage. For those working at home, how do you create the sense of a workplace. 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. 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. The public sector has a unique appeal that can help it attract talent, especially among today’s employees: it offers the chance to make a difference in the world. 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. Companies need to find ways of supporting employees’ mental health in the new remote and hybrid workplace. How do you create team-level work-life balance? The good news is that companies have already been investing heavily in the tools needed to work remotely. 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. 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. BCG was the pioneer in business strategy when it was founded in 1963. 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. https://www.bcg.com/.../2019/building-government-workforce-of-the-future It’s hard to overestimate the disruption to work that has taken place over the past several months. Indian companies recognize the need for a more diverse workforce and have initiated pro-grams to drive inclusion. Given the ubiquity of digital technology in the traditional workplace, the virtual or hybrid version needs to replicate this. This means organizations need to recruit differently than they have in the past and offer more robust opportunities for growth. While employees who are no longer commuting have more time to exercise, it is easy for them to be sedentary when working remotely. 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. To support professional development, governments can do the following: 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 workers ranked it number one). 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. 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. 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%. The Singapore government launched GovTech Hive, a multidisciplinary team of data scientists, designers, and engineers, to foster a startup-like culture that delivers innovative services across government agencies. to lose ground with every step. Social Connectivity. In response, it piloted agile project teams designed to boost employees’ morale and encourage collaborative decision making. to changing customer needs. 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