Give staff a say
Payments company MasterCard Inc., which had a five-day in-office norm before the pandemic, asks for a minimum of two days in the office. It allows teams to decide when and why to work remotely or in the office, encouraging them to meet for “moments that matter,” said Michael Fraccaro, chief people officer.Article content
, recently told The Economist he believed the remote model was less effective for management teams and younger staff, adding that decisions would not be made by “pandering to employees.” He added: “It’s got to work for the company and more importantly the clients.”Article contentPhoto by Andrew Caballero-Reynolds/AFP via Getty Images
But BCG’s Debbie Lovich said most executives are just monitoring “‘butts in seats’ and card swipes, instead of managing towards joy and productivity.”Lloyds’ chief executive Charlie Nunn told staff in July that the bank “can only if we collaborate effectively … which is difficult, if a team below strength on certain days of the week.”Article content
by 10 to 20 per cent, compared with full-time office working, due to obstacles such as communication challenges and home distractions.
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