A new Ernst & Young survey found that there is a link between flexibility and belonging for global workers. This is important in a continued tight labor market where we already know that a sense of belonging also increases retention, creativity and productivity. Yet, 75% of global respondents reported feeling excluded at work, and 56% feel that they can’t share dimensions of their identity while at work. Lastly, 45% of respondents shared that flexible working, including autonomy in choosing hours and location, was their top motivator for instilling diversity, equity and inclusion (DEI) within their own teams. For those in leadership roles, flexibility is key to differentiation in today’s workplace.
Why Do Leaders Resist Flexibility?
Most senior-level leaders grew up under the “traditional worker” mindset where men were more likely to occupy leadership roles with stay-at-home partners to help with tasks outside of work. The preference for workers to always be “on,” respond to emails right away, be visible in the office for more hours, have back-to-back meeting schedules and emphasize being busy over actual results is outdated. While this was the blueprint for past leadership, the “traditional worker” model needs to shift to reflect the values of today’s diverse generational needs.
For women who are caregivers, folks with disabilities and those from different cultures and backgrounds, it is more difficult to fit into a culture that reveres the “traditional worker.” Burnout and turnover are much higher for leaders doing diversity work. More flexible work environments are helpful in creating more psychological safety for workers with different backgrounds and reducing the number of microaggressions they face in the office environment.
Another issue is that performance-management processes have historically prioritized inputs over outputs—inputs of hours worked, response time to emails or prioritizing busy calendars versus real business results. This lazy, yet time-saving form of leadership makes it easy to evaluate talent based on perceived availability. The focus on the ideal worker being physically present and “always on” versus getting results is problematic for business, and especially for the 66% of primary caregivers who are women and who perform, on average, six more hours per week of household labor.
Employees are more likely to change work culture than be changed by it. Unlike past generations, Gen-Z and Millennials have more power to make job decisions and have fewer incentives to stay with organizations long-term. The average tenure for younger generations is just over two years, which costs, on average, 33% of a worker’s annual salary.
How to Pivot to a More Flexible Work Culture
To be competitive long-term, organizations must act now to continue to attract younger generations and diverse talent.
- Set clear expectations for hybrid work
- Measure outputs and competencies with objective criteria
- Advertise flexibility as part of the organization’s culture
Set Clear Expectations for Hybrid Work
When expectations around in-person office time are constantly shifting, it creates stress on employees. People want to know what’s expected of them. Be clear with office time expectations by outlining hours or days per week, and the purposes for which in-office time is expected. For example, Smuckers recently announced its return-to-work policy of six days per month or 25% of the time, depending on the role. In-person office time is best for deep problem solving, collaboration and onboarding activities.
Measure Outputs and Competencies With Objective Criteria
Rather than measuring performance by inputs like hours worked or face time, consider shifting to an output measurement using objective criteria. It’s important that employee performance be measured in terms of progress on goals and commitments as well as how those goals were achieved. Competencies are behaviors, skills or attributes that employees use to achieve their goals. For example, having a poor team player who is the highest-performing salesperson can be toxic to the workplace culture.
Balancing both outputs as well as competencies is key to maintaining trust and integrity in a flexible workplace. When people know they are trusted to do their best work and be evaluated on it just as they would be in the office, psychological safety and belonging both increase.
Advertise Flexibility as a Part of the Organization’s Culture
Flexibility is part of culture. Flexibility is more likely to attract a broader array of talent to roles. Right now, many hiring managers are struggling to fill open positions. By including expectations around flexibility on the job description, employers experience a lift in qualified candidates applying. Better yet, having flexibility embedded into your cultural values and workplace behavior norms solidifies it as part of how you get work done.
By implementing these strategies, organizations can create a more flexible work culture that attracts and retains diverse talent, fosters a sense of belonging and ultimately contributes to improved overall performance and innovation.
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Previously Published on Forbes and is republished on Medium.
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