The Future Of Time: Hybrid Workplace

DigitalCFO Newsroom | 14 April 2022

Adobe performed research into the present state of hybrid work, interviewing employees and managers about the benefits and drawbacks of their respective work patterns.

Adobe performed research into the present state of hybrid work, interviewing employees and managers about the benefits and drawbacks of their respective work patterns. The study focused on the effectiveness of hybrid work in terms of restricting productivity and the role of technology in relieving problems. It also looked into whether or not managers can empower productive teams remotely and whether or not they have the resources to do so. Finally, the study sought to identify the elements that contribute to continuous resignation and their influence on current employees.

Hybrid Work is an issue for businesses that have yet to adopt a digital-first mindset, and it contributes to employee fatigue. Even after two years, remote work has its drawbacks. More concerns have surfaced as a result of the migration to hybrid, ranging from technology issues to cumbersome coordination processes that stifle production. Hybrid employees spend about 5 hours per week troubleshooting or setting up technology for remote work, and hybrid supervisors spend 7 hours per week troubleshooting or setting up technology for remote work.

Technology concerns (69 percent), coordination of in-person planning (51 percent), and commuting to the office (31 percent) are the major barriers to a successful transition to hybrid work. In addition, for some, office job, which was formerly a regular ritual, feels unfamiliar and difficult. In a hybrid environment, more than one-third of respondents said that tasks like document collaboration and signing are more challenging. 1 in 2 managers and 2 in 5 employees say they are more time pressed since returning to work in a mixed capacity.


A Digital-First Mindset

To guarantee that employees have the technology and tools they need to connect, collaborate, and succeed from anywhere, businesses must embrace a digital-first mindset. Many people believe that hybrid work would be impossible if they didn’t have access to modern digital technologies; 3 out of 4 respondents (76%) felt that digital tools helped them with their hybrid transitions. In the last six months, one out of every three SMB leaders has invested in new technology, and over 90% of those feel their investment will pay for itself in increased productivity. Managers (70%) and employees (63%) believe that personnel who are employed remotely or who have never worked in person are missing out on important prospects for progress.

Hybrid Work & Digital Collaboration Reveal A Divide Between Management And Employees

Managers and employees have quite varied perspectives about returning to work. 50 percent of employees and 33% of managers are worried, yet twice as many managers are looking forward to returning because of how employees reacted (30 percent vs. 15 percent , respectively). Why? One-third of employees believe their boss or firm established their return-to-work policy with minimal input from them. Employees are also burned out as a result of remote work and are hampered in their productivity owing to a lack of technical skills on their teams. Managers not understanding how to utilise or employ obsolete hardware or software, as well as not knowing how to modify or collaborate on a file, hampered one-third of employees.

However, all agree on what would best equip teams for hybrid work: putting digital first and making flexibility the norm. Flexible work hours (61 percent vs. 59 percent), flexible PTO and sick days (42 percent vs. 37 percent), and improving existing technologies are all popular among managers and employees (35 percent vs. 33 percent ). However, some managers claim they lack the authority to adopt advantages that would assist their teams, with almost half of managers claiming they lack the ability to upgrade technology (44%) or provide additional benefits (44%) to their employees (43 percent ). Organizations must acknowledge that one size does not fit all as we continue to traverse this transitional moment, and individuals and teams must be empowered to work in the way that is best for them.

Top Reasons Why Employees Either Resigned Or Endured & What Comes Next

Over the last six months, over 40 percent of enterprise managers and 25 percent of SMB executives report an increase in resignations on their teams. Enterprise managers applied for a new position at a higher rate (21percent) than SMB leaders (17 percent), and both groups were equally successful in getting a new job offer (26 percent for enterprise managers vs. 24 percent for SMB leaders) and starting that new job (6 percent for enterprise managers vs. 10 percent for SMB leaders).

Outside of management, SMB employees (23 percent) were more likely than their enterprise counterparts (18 percent) to apply for a new job and receive an offer for a new position (19% for SMB employees vs. 17% for enterprise employees), although both had similar success starting their new employment (8 percent for SMB employees vs. 9 percent for enterprise employees). Those who quit their jobs changed industries (42%) and launched their own business (16%) or worked as a freelancer (16%). (10 percent ). In fact, more than half of the SMB leader participants (54%) said they had established a new company. Employees reported improved salary (93 percent), opportunity to learn new skills (90 percent), access to better benefits (88 percent), and opportunities for growth (87 percent) as some of the top reasons for changing jobs.

Companies aren’t out of the woods yet, especially those who are lagging behind on digital transformation. One-third of managers and employees who have not resigned or applied for a new job in the last six months are considering doing so in the coming year. One in every two Gen Z respondents plans to look for work in the next year, and one in every four in the next six months. Because of unequal access to current digital technologies, one in every two employees is more inclined to leave their positions, and 65 percent report that lack of access has resulted in increased fatigue.

As for employees that chose not to resign, why did they stay? 

  • Proper company recognition (37% for managers, 31% for employees) 
  • Pay raise (29% for managers, 26% for employees)
  • In-person and remote flexibility (26% for managers, 24% for employees)
  • Improved listening (36% for managers, 24% for employees)
  • Hours and schedule flexibility (25% for managers, 23% for employees)

Companies are  becoming more attuned  to worker desires. In  the past 6 months,  managers have made  the following changes:

  • Adopted flexible hours
  • Increased salaries
  • Upgraded existing technologies
  • Provided remote work equipment 
  • Adopted new technologies 
  • Showcased diversity, equity, and inclusion practices

Nearly three-quarters of corporate and SMB executives say their companies require digital solutions to help them do more with less. It’s apparent that companies who embrace a digital-first approach to hybrid work will be better positioned to lead in terms of employee engagement, retention, and recruitment in the future.

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