Yes, we miss the sociability of the workplace, but surveys show at least three-quarters of us want the option to spend aThe experience of working from home has helped break down many of the prejudices that limited work flexibility prior to 2020. But there remain discernible differences in attitudes between workers and managers on this question.
The reasons for this are likely complex – a combination of explicit attitudes and subconscious biases. Their persistence spells danger for post-COVID organisations. In particular they could disadvantage those with carer responsibilities who are more likely to want greater flexibility. The Silicon Valley giant has won awards for its open corporate culture. Its products have facilitated as much as any company in the teleworking revolution. But in September, Google said it would reduce the pay of its United States employees choosing to work from home permanently.
If this is the attitude at Google, just imagine what prevails in more conservative managerial cultures. Indeed it is largely managerial fears that have stymied the potential for greater work flexibility since technology made “teleworking” a possibility in the 1970s. It should really depend on the context and individuals. Maybe it’s four days week in the office, maybe it’s one.There is now extensive research showing that employees are more effective and satisfied in their jobs when they have the flexibility to customise their work.
You reap what you sow in a society whose government doesn't seem to trust anyone.
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