As leaders, we should always be capable of make the following sequence of statements with confidence:
- I do know who my greatest persons are, and we have now plans in place to maintain them engaged whereas making certain their continued progress.
- I’m delighted with our expertise model and talent to draw the greatest folks.
- I’m proud of how we rent and onboard folks into our enterprise, preserve excessive retention, and allow our employees to do their greatest work.
Even if you happen to would have agreed with all these statements earlier than the pandemic, I’ll guess you’re far much less assured about them now. The previous 18 months have shifted the means all staff take into consideration their skilled lives. The true problem is discovering options that swimsuit people, groups, and companies as a complete. Atlassian’s “Transforming Work” examine affords some clues.
We surveyed greater than 6,000 staff round the world to learn how they’re feeling and what they anticipate from the future of work. Having finished the similar analysis a yr earlier, this yr’s findings supply useful perception into how attitudes have modified and what’s driving the shift.
Worker expectations have modified. Are you able to make the shift to satisfy them?
Table of Contents
Flexibility is a high precedence
In the event you’ve learn even a couple of of the tales associated to the Nice Resignation, you’ve in all probability picked up on a key theme: the disconnect between what employees need and what employers are offering.
The underside line is that flexibility is important if you wish to dangle on to your greatest folks and proceed attracting high expertise. Over three-quarters of our respondents (78%) informed us they need to hold the versatile working preparations and have the choice to work remotely. This echoes research Atlassian conducted in partnership with PwC earlier this yr, which discovered that over 40% of information staff in the U.S. are prepared to change employers if it means they’ll have the choice to work from house.
Some corporations have caught on to this development and are utilizing it to their benefit. They’re providing a point of flexibility to employees from Day 1. Not flexibility that’s restricted to sure ranges of seniority or tenure, nor at your supervisor’s discretion; simply the choice to work from the workplace or from house, or some mixture of each. As Arvind Krishna, the CEO of IBM recently mused, “Why ought to I, as an employer, care so long as you may get the work finished and also you’re extremely productive? I mustn’t attempt to be overly dictatorial about that.”
We even have to know that, as leaders, our actions are being watched extra carefully: 49% of employees would quit their jobs if it turned clear their employer’s values didn’t align with their very own. And in the present labor market, employees have the higher hand.
The upshot is that taking values alignment into consideration throughout the hiring course of is a should. How will you lead groups by main modifications like digital transformation or a pivot in firm technique with out triggering a wave of attrition? By constructing groups who share the similar basic attitudes about work. How have you learnt you’re constructing the best groups regardless of members’ backgrounds, location, or persona? Once more: shared values.
That’s why a values interview is one of the most necessary parts of a hiring course of. These interviews contain a set of structured behavioral questions designed to evaluate how a candidate’s mindset aligns along with your core values. And the individual conducting the interview often comes from exterior the division doing the hiring. That’s on goal. The extra we are able to make the values interview about the candidate’s mindset (and fewer about their talent set), the higher.
Optimize your onboarding course of for distant staff
Leveling up your onboarding recreation is vital, particularly in circumstances the place groups are in remote-only or hybrid mode. Atlassian discovered this firsthand: Half of our 7,000+ employees joined the firm throughout the pandemic. That’s over 3,500 Atlassians who’ve by no means been into one of our company places of work or met their groups face-to-face. So we tailored our processes with distributed groups in thoughts and developed a 90-day plan for onboarding new hires that’s optimized for distant staff.
Attempt, be taught, adapt, repeat
Regardless of the apparent difficulties of distributed working, most individuals worth flexibility a lot that they’re dedicated to working by the challenges. As leaders, our job is to evolve how we work so we are able to guarantee an engaged workforce and an adaptable, sustainable enterprise.
Enabling distributed groups is about embracing mass personalization and letting folks step as much as take management of their workweek. It’s additionally about retaining our guarantees as a result of speaking about flexibility, however then placing insurance policies in place to limit it, does extra hurt than good.
We’ve all survived the previous 18 months, but it surely’s time to set our sights greater than that. No one has all the solutions, so let’s experiment with new methods of working and coach our groups by these altering instances. This implies much less emphasis on managing duties and extra on managing folks—much less speaking and extra listening, and sustaining a spotlight on psychological well being and well-being.
It’s clear organizations who set groups and people up for achievement in the new world of distributed working are most definitely to succeed. If we assist them thrive, the entire group will thrive, too.
Dom Price is the head of R&D and resident work futurist at Atlassian Software. His duties span seven international R&D facilities, serving to Atlassian scale by being ruthlessly environment friendly and efficient, with one eye on the future.