Wed. Dec 1st, 2021

Never mind Your boss doesn’t understand you? Because they don’t and this is especially true of flexible work.

Future Forum, a research team supported Slack, Runs quarterly “Vibration“A survey of 10,000 knowledge workers, including Focus Groups, with their bosses in six countries, including the United States and the United Kingdom. Leave them to work from home, more interested in seeing the staff at their desk.

The survey found that executives want to return to the full-time office more often than their employees – every single working day, “earlier” – more than twice as many executives aspire to travel and 17 percent of their employees vs. fluorescent lighting. Some bosses are willing to give some flexibility, two-thirds bosses say they want to work in the office most of the time or all the time.

But workers অথবা or, as the survey identifies them, “non-executive” knowledge workers মত disagree. More than three-quarters (76 percent) say they want flexibility whether they work from home or office, and more, 93 percent, want flexibility When They work.

Why don’t you listen?

What is behind this disconnection? Brian Elliott, executive leader of the Future Forum and Slack’s senior vice president, highlighted three major issues. First, employees post more content in the workplace than their employees, with job satisfaction scores 62 percent higher than non-executive employees, Elliott says. And no wonder: they have better homes, better offices and better salaries.

“Even if they work from home, executives have better resources,” he says. “They’ve got a nice house with lots of space, the ability to take care of children when the school is closed.” And when they’re at work, he adds, workers get offices through doors that don’t close Open plan hot desk, As well as autonomy and flexibility in their work — they are above all responsible. “The executives are having a great experience,” Elliott said.

So it’s no surprise that executives are happier in the office than the rest of us, but some enjoy a wider form of confirmation bias, Elliott says, assuming we’re just as satisfied with the setup. Elliott referred to this second problem as a “one-on-one focus group”: it assumed that since one executive had worked his way through the ranks, they knew what current employees were thinking, despite many changes in the mid-decade, especially around technology and collaboration tools. “It bugs me: 66 percent of executives in our survey tell us that their future work plans are being created without any direct input from employees themselves,” he said.

The third problem highlighted by Elliott is the lack of clarity: some of the effects of these executive assumptions will be alleviated if the bosses share their future work plans with staff and bother to listen to their opinions. The survey found that less than half of employees believe their bosses are being transparent about future plans.

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