As Employers, We Should Give Team Members the Opportunity to Thrive on Their Own Terms
Scan the headlines, and you’ll see employers essentially telling employees that their way of working isn’t going to cut it anymore. In January 2024, for instance, news broke that Apple told some of its employees that if they didn’t move to Austin from San Diego, they’d be laid off. In March, it was reported that Dell won’t promote fully remote employees or let them get different roles.
I don’t know the reasoning behind closed doors that leaders at these companies with these directives have; without the full story, I won’t comment on those specific cases. Additionally, every situation is unique. But in general, when I read news about return-to-office mandates, I tend to ask myself, “Why are we, as employers, going back to the business-as-usual status quo?” I believe going back to that status quo is a mistake. As employers, we should avoid thinking that we know best as far as how employees thrive. Our jobs should be to hire the right people, cultivate environments where they can thrive based on their unique needs and keep them accountable.
There Are Different Productivity Pathways
Arguably, the Covid-19 pandemic emphasized that people have different working styles. Some might prefer burning the midnight oil, while others might be early birds. There are different productivity pathways. Unfortunately, I’ve observed that many employers stick to a traditional productivity pathway. They tend to think of productivity as something that can only occur within certain confines, such as a nine-to-five schedule behind a specific desk at an office.
Productivity is important, and I’m not saying that employees should put up with multiple missed deadlines. Rather, I’m suggesting that employers focus on whether or not the work is being produced instead of where and when the work is being produced (of course, in certain industries, remote work isn’t possible due to the nature of the work) and the amount of time it took to produce the work. Ultimately, employers are hiring people for outputs — as long as employees are generating those outputs, does the rest matter? I advocate for letting employees carve out their own productivity pathways. For instance, I work with a contract graphic designer based in London. The eight-hour difference doesn’t bother me because she produces brilliant graphic design work and meets her deadlines. I don’t care if she gets her work done at noon or midnight. Nor do I care if she takes two hours to complete a task or three.
Flexible Work Fosters Inclusivity and Expands the Talent Pool
There are different reasons why people might prefer working from home. Perhaps someone can think more creatively at home, away from the hustle and bustle of the office. Another person might have a home office setup that works better for them than the one the company provides. Maybe someone with a health condition needs to work from home because they can lie down on a couch and work rather than sit behind a desk for eight hours, which is painful for them. Or someone might be a caregiver to an older relative, and working from home lets them monitor that person all day.
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Flexible work arrangements foster inclusivity and expand the talent pool — and not just geographically. For instance, a talented copywriter might not apply to an agency because they are the sole caretaker for their grandfather and can’t leave him alone for over eight hours a day. But if that agency enabled people to work remotely, the copywriter might opt to apply there.
Consulting with Employees Is Important
It is unreasonable for a workplace to have no rules, to be a place where everyone can do whatever they want on a whim. Workplaces need structure and policies. However, employers should consult with employees to the extent possible when creating these. Doing so is a form of employee engagement.
For instance, I consult with my employees about the operating days and hours for the brick-and-mortar locations of my art and clothing businesses (we sometimes change our hours due to the weather, holidays and community events). That way, they have a say in their work schedules. And more importantly, they have a greater say in the business as a whole. They’re able to shape part of the business rather than being forced to mold their schedules to the business. Granted, getting input from employees on operating hours isn’t possible in every work situation, such as a corporation that has set operating hours from headquarters. But there are other ways business leaders can get employees’ input, such as asking them their preferred communication style, their preferred way to brainstorm ideas and so forth.
Most importantly, employers should ask their employees how they can enable them to do their best work. For instance, I ask my team members, “How do you think you can do your best work, and how can I support you?” Based on their responses, I do my best to create an environment where each person can thrive. I’ve had a lot of success with this approach because when employees have a say in how they work, they’re more likely to be happy — and happy employees are usually more productive, creating a win-win situation.