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    The RTO Tug-of-War: Large Employers Grapple with Return-to-Office Mandates

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    The post-pandemic return to work continues to be a battleground, with large employers caught in the middle.
    A recent trend – Return-to-Office (RTO) mandates – is seeing companies require employees to return to the physical office for a set number of days per week. While some see this as a necessary step to rebuild company culture and collaboration, others worry it disregards the benefits of remote work and risks driving away valuable talent.
    Many companies are implementing Return-to-Office (RTO) mandates, requiring employees to spend a certain number of days in the office. Here are some notable examples:
    Technology Giants

    Amazon: Requires most corporate employees to be in the office at least three days a week.
    Apple: Mandates employees to work in the office three days a week.
    Meta (formerly Facebook): Requires employees to be in the office at least three days a week.
    Microsoft: Has a hybrid work model but encourages employees to be in the office for in-person collaboration.

    Other Industries

    Disney: Has implemented an RTO policy for its corporate employees.
    Barclays: A UK-based bank, has mandated a return to the office for most employees.
    Asos: An online fashion retailer, has introduced an RTO policy for its staff.
    UPS and Boeing: Have implemented strict five-day-a-week RTO mandates.

    The Push for In-Person:
    Proponents of RTO mandates argue that in-person interaction fosters creativity, innovation, and a stronger sense of team spirit. Companies like Dell point to the value of spontaneous brainstorming sessions and mentoring opportunities that are difficult to replicate virtually. Additionally, concerns exist around maintaining company culture and ensuring effective communication when employees are scattered geographically. However, a recent report by the Stanford Graduate School of Business suggests that these concerns may be overstated, with studies showing that remote teams can be just as effective at collaboration when equipped with the right tools and processes.
    The Employee Exodus:
    However, many employees, especially those who thrived during the remote work era, are pushing back. A recent study by Time Magazine cited research showing a significant exodus of senior employees from companies with strict RTO policies. These employees cite factors like work-life balance, childcare challenges, and increased productivity at home as reasons for preferring remote work options. This talent drain can be particularly damaging for technology companies, which rely heavily on skilled professionals.
    Companies that lose talent due to RTO face significant consequences:

    Loss of institutional knowledge: Departing employees take valuable experience and knowledge with them, impacting the company’s expertise and innovation.
    Difficulty filling open positions: Finding skilled replacements in a competitive job market can be challenging, especially if the company’s RTO policy is seen as inflexible.
    Decreased morale and productivity: The remaining workforce might experience lower morale and decreased productivity due to feeling undervalued or facing increased workloads.

    Companies like Buffer and Automattic, once known for their successful remote-first models, saw significant talent departures after implementing RTO mandates. These cases highlight the potential cost of disregarding employee preferences for work flexibility.
    Finding a Middle Ground:
    The answer may lie in a hybrid model that allows employees to split their time between home and the office. This approach offers a compromise, balancing the benefits of in-person interaction with the flexibility and productivity gains of remote work. However, crafting a successful hybrid model requires careful consideration of factors like role requirements, team dynamics, and employee well-being.
    Microsoft offers a flexible approach, allowing employees to choose their work style based on their role and needs. They have designated “focus days” where in-person collaboration is encouraged, but also allow for significant remote work flexibility. Microsoft emphasizes clear communication and utilizes technology to ensure all employees, regardless of location, feel connected and included.
    The Future of Work:
    Who will thrive? Companies that can strike a balance between remote work flexibility and the benefits of in-person interaction are likely to succeed in the future.
    The future of work is not an either/or situation regarding WFH or RTO. A flexible, hybrid model that prioritizes employee well-being and fosters a productive and inclusive work environment is likely to be the most successful approach for companies in the years to come.
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      Why Boots’ Return to the Office is a Mistake

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      Another month, another controversial move by a big company. This time, it’s Boots scrapping their two days of working from home in favour of a full return to the office. It’s the kind of swimming against the current that can make even the best of us question our direction; do they know something we don’t? From Boots to Zoom, the big names are burying their stake in the ground – but what if the devil is in the details of these statements? They are, after all, articulated by their CEOs.
      Let’s investigate.
      In its statement, Boots justifies its decision based on the perceived effectiveness of informal in-person interactions during the company’s current three-day office policy. The CEO said, ‘There is no doubt in my mind that the informal conversations, brief catch-ups, and ability to meet in groups in person have been far more effective and better for our unique Boots culture than the enforced formality of remote meetings.’
      This statement clearly fronts an executive’s view. There’s no doubt that more in-person time benefits command and control leadership, where leaders can feel like there is progress and positive outcomes because they see everything with their own eyes. But this ban on any flexible work will, at best, favour a group-think mentality and, at worst, deliver authority bias.
      The HR expert might also argue that it’s all just a thinly veiled attempt at reducing headcount in tough economic times. If this is true, what type of employees do Boots want to cut? Brian Kropp, Chief of HR Research at Gartner, says forcing employees to return fully on-site is a risk to diversity, equity, and inclusion because underrepresented groups of talent have seen vast improvements in how they work since being allowed more flexibility — and could be lost if flexibility isn’t an option.
      Boots’ statement goes on to explain that the changes only apply to a subset of office workers and that it won’t change the working model for the vast majority. In fact, it claims that since Boots frontline employees are used to being on-site, this makes it fair between knowledge and frontline workers.
      Is that what the frontline wants? Not better tools, communication, networking, career progression opportunities, or inclusion as members of the company’s mission, but less flexibility for knowledge workers? It doesn’t make sense. Office mandates don’t empower the frontline. They facilitate the creation of rules and processes in isolation, creating ivory towers where ideas and decisions are out of touch with customer issues.
      Hybrid working was the great leveller that democratised decisions and helped office workers empathise with frontline challenges through free-flowing, digital communication. Toyota, for example, is known for the excellence of its Toyota Production System, created through a culture of ‘pulling’ ideas from the frontline instead of pushing mandates from the top. Companies should follow in Toyota’s footsteps to democratise ideation, not isolate it to a physical location and time of day.
      But five days in the office means two more days of interactions and potential ideas, says Boots. Again, does it? Where is the data supporting that statement, let alone this whole decision, besides the CEO’s absolute belief? It doesn’t sound like a business decision based on new insight. Instead, it sounds like their leadership thinks interactions and ideas only occur when they’re around to see them; if a tree falls in a forest and no one is around to hear it, does it make a sound?
      Well…yeah.
      Maybe three days a week in the office isn’t the sweet spot for everyone, but Boots’ new five-days-in-the-office policy certainly doesn’t sound like progress. Working from home has earned its place and can back it up with data. Hopefully, the market will recognise this instead of following blindly in Boots’ footsteps.
      By Kaz Hassan, Community & Industry Insights Lead at Unily.
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      How Remote and Hybrid Workers Can Benefit from a Return to Office

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      Over the past decade, we’ve watched much of the workforce gravitate away from the office to a remote or hybrid model. This culminated in the COVID-19 pandemic, when everyone could work from home. Now, two years later, the workforce has continued its return to normalcy, though that normal looks a bit different.
      One difference that remains a point of contention is some employers’ desire for a return to the office and the inevitable pushback by employees who have worked remotely for the past several years. After all, workers have proven they can be just as productive from home while eliminating a daily commute and improving work-life balance. So why go back now?
      It’s hard to argue the conveniences of remote work, and employers that refuse to embrace it may hinder their recruiting and retention efforts. However, for employees, there are times when the office can provide something that remote work can’t, and these intangibles may incentivize incentivize workers to embrace an RTO, even if only temporarily. Here are a few instances when working from the office can prove advantageous.
      When You’re New at the Company
      Whether you’re a recent grad just starting your career or a veteran employee changing jobs, the new employee onboarding process is a time to learn as much about the company as possible. This may include interacting with coworkers and management face to face, attending in-person meetings, or immersing yourself in the company culture. Though a comprehensive onboarding program should also have a digital component to ensure new hires feel comfortable working remotely, those who live within commuting distance of the office can use this to their advantage and make a solid first impression during their first few weeks on the job.
      When You’re Applying for a Promotion
      According to LinkedIn’s Workforce Confidence Index, in a survey of over 25,000 workers, 58% believe it’s essential to be seen by the leadership team. When applying for a promotion, this is especially true. Whether intentional or unintentional, proximity bias can cause management to show preferential treatment to those they see or interact with regularly over those who are out of sight, out of mind. While promotions should ideally be awarded based on work quality and experience, being seen regularly by leadership can sometimes carry greater weight.
      When You’re Recovering from a Mistake
      Nobody is perfect, and throughout the course of your career, mistakes are bound to happen. When they do, the best course of action is to face them head-on. Facetime in the office sends management a proactive message that you’re trying to correct your wrongdoing. While the same efforts can be made remotely, optics can speak volumes, especially when rebuilding trust with managers and coworkers.
      When You’re Planning a Career Change
      A career change can involve several different things – learning new skills, transitioning into a different role, or leaving the company. Either way, it’s a big decision and one you don’t want to regret. Interacting with employees in other roles or departments whom you wouldn’t typically encounter working remotely can help you explore possible career paths within the company while generating new ideas and creating opportunities. Though other opportunities may not exist and leaving may be the right option, the interaction the office provides can help decide this conclusively and avoid regret later.
      Of course, not all remote employees have access to an office, as employers now can expand their recruiting efforts far beyond their physical location. This, combined with advances in video conferencing software that have made it an integral part of every employee’s toolkit, ensures that remote and hybrid work remain a top workplace perk that is here to stay. However, the office still has something to offer, and employees should realize this and take advantage of it. Those who do can combine the convenience of a remote or hybrid schedule with the benefits of an occasional trip to the office in order to help achieve career success.
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      Cybersecurity is an HR Responsibility, Too

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      Cybercrime is a constant source of fear and frustration in the modern world of business. The number of attacks are increasing as the tactics used by cybercriminals are becoming more sophisticated. And the potential damage to companies is also rising, with the global average cost of a data breach rising to $4.35m in 2022, according to IBM.  
      There are various factors driving the surge in cybercrime, but one recent study linked the increasing risk of cyberattacks to the shift toward remote work in recent years, as the typical remote workspace is insufficiently protected, creating cybersecurity vulnerabilities. Furthermore, because remote workers rely on digital communication tools to do their work, they are more susceptible to phishing and social engineering attacks. The study also claims that because remote workers are not physically in the office together, they may find it more challenging to communicate with colleagues and verify the information or requests made in phishing emails.
      Given this potentially increased risk, should companies cease remote work? Doing so would come with its own costs, as remote work has been shown to lead to increased productivity and staff retention. Our survey of 1,004 HR and business decision-makers and workers across the world found that 69% of employers with a distributed remote workforce said that employee retention had increased since their business adopted the practice. Meanwhile, 72% of companies with an international remote workforce stated that productivity has risen since adopting a distributed model.
      So, what should companies do to improve their cyber defenses without sacrificing the benefits of remote work? Organizations might assume that their cybersecurity is solely a concern for the IT department, but this is not the case. In fact, focusing too heavily on technology will ignore the most important element of cybersecurity: your people. 
      According to another IBM study, 95% of cybersecurity breaches are the result of human error. So, if the people in an organization are the weakest link, then it is also the responsibility of HR to improve cybersecurity and help implement the practices needed to safeguard valuable data. HR has an invaluable role to play in preventing data breaches, and HR leaders must step up and help protect their organizations from cyber risks. 
      But what steps should HR take to address this issue? The first thing needed is to develop a culture of corporate cybersecurity safety through partnerships between HR leaders, internal IT teams, and data protection specialists. Cooperation across departments is essential.  
      One way in which HR can actively contribute is by partnering with IT to establish more refined access levels based on the organizational structure, including the employee’s level and department. By doing so, HR can assist in controlling and regulating access to specific types of information and actions. This collaborative effort between HR and IT aims to safeguard sensitive data by granting access privileges only to those individuals who genuinely require it to fulfill their job responsibilities. The principle of least privilege serves as a guiding principle, emphasizing that the intent is not to exclude individuals or withhold knowledge from employees, but rather to acknowledge that employees in different departments, such as marketing and finance or accounting, do not require unrestricted access to each other’s data. This principle should help to limit the potential damage of a data breach caused by any single employee.
      Next, HR can use recruitment, onboarding, and ongoing training as opportunities to ensure staff are aware of their responsibilities towards cybersecurity across the organization.
      For instance, recruitment is an opportunity to probe candidates for any potential red flags, given that employee misconduct is a common cause of data breaches. Running background checks on applicants to verify the accuracy of their employment and education history and screening for any history of criminal activity or policy violations is essential.
      HR departments themselves must also be careful during the recruitment period not to fall for a ransomware or phishing attack disguised as a resume or cover letter. And if they are to conduct virtual interviews with candidates, then HR teams must ensure they have appropriate network security measures in place, and confirm any recruitment software being used is installed with the latest security updates. 
      Similarly, the onboarding phase is a crucial moment for HR to help protect sensitive information. HR must keep a record of all the equipment a new employee receives and ensure it is returned if and when the employee leaves the company, so they do not take away any sensitive data. New recruits must also be made aware of important safety precautions, such as how to spot phishing emails and how to build strong, unique passwords. 
      Again, HR must also be careful during the onboarding phase, as they will receive a large amount of personally identifiable information from the new employee, usually via email or fax. HR departments must ensure such communications are encrypted before personal data is collected and stored.  
      Finally, training is a significant opportunity to invest in ongoing cybersecurity education so your team can establish and maintain best practices. Employees need regular reminders about the dangers posed by weak passwords and phishing emails. This training is also an opportunity to teach staff about the latest hacking methods used by cybercriminals and how to stay safe while working remotely. For instance, public Wi-Fi can represent a major risk, and although remote workers may enjoy the flexibility to work from a cafe or public space, they are safer using their smartphone as a hotspot rather than connecting to an unknown network.
      At Remote, all staff are required to undergo training within their first 30 days of employment and annually thereafter, to ensure they understand security policies, procedures, and best practices. Investing in your workforce through training helps to create trust among your employees, who are your first line of defence against a cybersecurity breach. 
      Companies do not have to grapple with this task alone; they can work with trusted partners who can help to protect their data while continuing to employ an internationally dispersed workforce. Employer of record (EOR) service providers can help organizations grow secure global teams, while also ensuring employers are compliant with local and international data protection laws in the markets where they operate. This frees companies to focus on managing and growing their business.
      There are further advantages of collaborating with companies like Remote, who have complete ownership over their end-to-end operations, as opposed to relying on third-party entities. This approach is particularly beneficial because it allows them to have complete control over the data and mitigates the risk of uncertain data handling practices. Remote sought out ISO27001 certification as well as the SOC2 Type II, the world’s best-known, internationally recognized standard for information security management systems, to demonstrate our commitment to information security and providing a secure platform for our customers. As EORs handle sensitive employee data, including personal information, financial records, and legal documents, these certifications provide a standardized and independent confirmation, so employers can be confident that rigorous security measures protect their employee information.
      Integrating cybersecurity into company culture must be an endeavour tackled by the whole organisation, not just the IT team. The HR department has a key role to play in building a solid and safe foundation for a business to grow its globally distributed workforce.
      By Marcelo Lebre, COO and co-founder of Remote.
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      5 Tips to Remote Cross-Border Hiring Post-Brexit

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      The last three years will go down in history as some of the most unusual and unexpected years in recent times. The exit of the United Kingdom from the European Union and an unforeseen global pandemic has undoubtedly shaken the recruitment landscape, but have these seismic events changed the market beyond recognition?
      What has changed?
      In a time of absolute upheaval, high-flying talent in successful tenures have held on to the permanence of their roles. We live in a time of fiercely competitive working markets as a result, particularly in the high-octane legal recruitment market. Each recent socio-political occurrence has also had a lasting impact on mobility. The restrictions on movement posed by Brexit conflict with the increased flexibility and remoteness of the working world brought about by COVID. Consistently since 2020, however, companies have had no option but to build first-class legal teams that can face and mitigate risk for these competing forces.
      How, then, do companies continue to hire the best talent despite challenging border requirements and in a way that still cultivates a connected team? The legal industry, which traditionally relies on cross-border moves, can provide a useful example of the challenges, and opportunities, of post-pandemic and post-Brexit moves. The way in which companies are navigating this landscape can provide employers with some top tips on grappling with this unique tension.
      1. Stay flexible
      Firstly, make the most of the flexibility opened up by remote working. Candidates in the Swiss life science market, the robust regulatory legal talent in Belgium, the French-speaking skills of Parisian lawyers, and tech-savvy counsel in Berlin, amongst others, have long attracted UK employers. To continue to hire such talent post-Brexit, UK headquartered companies have increasingly opted to hire a remote workforce. After all, a contemporary workforce is a remote one in a post-pandemic world. Employing the use of affiliates for the domicile of employment contracts has served as one option to facilitate foreign hiring in recent months. Not all companies have the luxury of this network, however, so what other options are there?
      2. Harness rotations and short-term placements
      The UK has set a limit of 180 days that can be spent in the UK in a given tax year. In excess of this, the individual is considered to be domiciled in the UK and is subject to UK tax regulation. Companies are availing of this to have lawyers who are based remotely spend significant time in the UK, and yearly secondments or team rotations are becoming more commonplace. The agility of such hiring strategies is an appealing tactic for employers looking to attract and retain the top talent in a post-pandemic world.
      3. Go global
      Employers should make the most of the rich diversity of an international talent pool where possible. For instance, the pedigree of UK-trained lawyers will remain coveted across different markets, despite the socio-political changes of our time. Particularly in global roles, UK-qualified candidates, experienced in a common law system, can offer input on US, Canadian and Australian matters. International and particularly American headquartered companies seeking to hire UK talent are showing increasing comfort with senior lawyers retaining a UK base so long as they are amenable to frequent travel, which often equates to as much as 50% of their role. For both employers and candidates, being prepared to look across borders could create a rich seam of opportunities.
      4. For smaller companies, it’s time to get creative
      It is unfortunate, however, that most viable options fail smaller start-up or less established organizations that do not have affiliates or sub-entities based in markets outside the UK, or who are based in geographies that do not boast a wealth of UK-qualified candidates.
      In every circumstance, but particularly for smaller companies, negating the restrictions imposed by new immigration regulations and the hiring of the right candidate (rather than the available talent) is down to a company’s ability to creatively motivate candidates to relocate.
      However, no matter what your size as a company, those with robust and inventive HR teams, who collaborate with tax and legal stakeholders to create opportunity, have thrived in their recent hiring strategies. Top talent feels valued, rewarded, and motivated when given the opportunity and when remunerated generously to relocate.
      5. Tailor your strategy to suit your employee’s needs
      When it comes to relocating no judgment can be held against individuals who are unable to move due to family or other personal reasons. Companies often find the willingness of candidates to change geography, despite political and social landscapes, to be an encouraging demonstration of commitment to the role, but other options such as weekly commuting are no longer as accessible. Employers and employees should be open to short-term rotations or a hybrid system in a more meaningful way than before.
      In short, employers looking to stay ahead in the post-Brexit European talent race should: stay flexible by leveraging the best aspects of hybrid working, look far and wide, get creative with relocation strategies, and be understanding of a candidate’s working preferences, including their location. These strategies will allow employers to reap dividends with a committed, loyal workforce. After all, “all mankind is divided into three classes: those that are immovable, those that are movable, and those that move”, as Benjamin Franklin once said.
      By Elena Bajada, Managing Director at Major, Lindsey & Africa. 
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      5 Ways to Help Employees Manage the Psychological Stress of Hybrid Burnout

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      COVID-19 changed many employees’ work routines, both in positive and negative ways.
      As a result of long-term remote working, many companies are considering introducing hybrid working models, giving staff the option of combining working from home with going into the office.
      However, hybrid working could also have a significant impact on employee mental health with many reporting symptoms of ‘hybrid burnout’.
      Burnout is defined as a phenomenon ‘resulting from chronic workplace stress that has not been successfully managed.’ In 2020 it became a recognized condition by the WHO.
      Hybrid burnout is the result of juggling long hours working from home with commutes to offices, which can not only be physically exhausting but also take a considerable toll on employee stress levels.
      But what can businesses do to help employees manage the physical and mental health implications of a hybrid working environment?
      1. Recognize the signs
      Individuals in management should become aware of the signs and symptoms caused by hybrid burnout, as well as what they can do to prevent or respond to it.
      Staff may become fatigued, forgetful, and struggle to concentrate, with so much going on around them. Early on, this may make people feel worried, irritable, on edge, or tense.
      Further down the line, this anxiety – caused by juggling multiple work environments- may become so severe that it affects professionals’ ability to work productively (or at all).
      There are also potential physical symptoms to consider, like heart palpitations, shortness of breath, dizziness, and headaches.
      2. Assess company culture
      A Gallup study revealed the main causes of burnout are not the nature of the work itself, rather, how a person is treated and managed while they are working.
      Consider how different leadership approaches might impact employees. For example, behaviors like bias or unfair corporate policies can cause stress and lead to overworking, with staff feeling a need to ‘prove their worth’.
      Make certain that healthy work behaviors are modeled from the top. Help employees understand their value to the company and their contributions to the organization’s goals. Employees feel more valued, and display more motivation in the workplace if, and when, they understand their exact role in the greater purpose.
      Take a few minutes each week to update employees on company news and how your team’s actions are contributing to the company’s overall success.
      Also, make time to tell staff specifically what you value about their contributions. Try to build this into your regular routines, perhaps by starting your team meetings with shout-outs acknowledging the accomplishments of individual team members.
      3. Encourage conversations
      As well as ensuring all staff feels appreciated and comfortable in their roles, managers need to ensure they demonstrate to their teams that the business has an open, supportive and welcoming approach when staff are distressed or finding it difficult to cope.
      Employees need to feel conversations about difficulties surrounding work are both welcomed and expected.
      This requires employers to feel empowered to enable better conversations about mental health in the workplace. At Nuffield Health, we introduced Emotional Literacy training for all staff.
      92 percent of whom took the training stated they felt able to support a colleague in distress. Initiatives like this build an open community, and a common language, encouraging more people to say “I’m not OK” and ask others “Are you OK?”.
      Employees should also be signposted to any other designated people, like, mental health champions for additional support.
      4. Communicate set policies
      It’s important company policies that promote good work/life balance are widely communicated. With hybrid working, this means using multiple channels to ensure you reach all employees, whether it’s through company social media platforms, emails, or even by text alerts.
      Actively nurturing and promoting reasonable work hours, including, if necessary, encouraging employees to go home, when in the office late, or messaging them to ‘go offline’, at the end of their regular workday if you recognize a pattern of unhealthy overworking.
      Help assess workloads for those who feel pressured to remain working beyond normal business hours and let them know there is always support available and additional resources to help them manage mounting projects or multiple deadlines.
      Sometimes employees simply don’t realize these are things they are welcome to ask for.
      5. Provide professional emotional wellbeing support
      A recent Nuffield Health whitepaper revealed spending more than 2.5 days a week working away from the office can be associated with deterioration in co-worker relationships and job satisfaction.
      For those having difficulty with the balance between remote and office life, consider introducing professional wellbeing support like Employee Assistance Programmes (EAPs) and timely access to effective psychological therapy (such as Cognitive Behaviour Therapy).
      These interventions can be delivered remotely or face to face and give individuals access to a specialist who can help them understand and break unhelpful thinking patterns and “what if” thinking that may exacerbate stress and burnout in uncertain times.
      By Gosia Bowling, National Lead for Emotional Wellbeing, Nuffield Health.
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      How Do You Recruit and Retain Flexible Workers?

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      Since the pandemic hit, we’ve been inundated with research, articles, news, discussions, and content of all kinds around the dramatic shift in the world of work.
      And so here’s another for you.
      But perhaps with an idea that goes slightly against the grain.
      We’ve heard much about the steep rise in demand for flexible working, with LinkedIn reporting a 60% increase in searches for ‘remote work’ and a 189% growth in applications for these positions.
      And providing the option of flexible working appears to be vital not just for recruiting talent, but also for keeping it.
      74% of employees have said they would be less likely to leave a company if given the opportunity to work remotely.
      So, just offer flexible working and all your talent acquisition and retention problems are solved, right?
      You of course know it’s not that simple.
      So, although the headlines read flexible working increases employee loyalty, it’s what’s under the headline that can be the difference between whether an employee chooses to stay or go.
      It’s how that flexible work is managed that’s key.
      Just because a team isn’t physically together 9 – 5 Monday to Friday, doesn’t mean company culture is abandoned. Especially since 77% of job seekers consider a company’s culture before applying and almost two-thirds of employees cite culture amongst the top reasons for staying in a job.
      So, whilst meeting that demand for flexible working is necessary, it can’t be offered in isolation. Think of it more as a strategy of recruiting and retaining talent. Here we run through the components that can make up that strategy.
      Ensure a strong line of communication
      This is obvious, we know. But that doesn’t make it any less crucial. Remote means no longer being able to turn to a colleague and get an immediate answer. Waiting ages for a reply or even not receiving one can be frustrating and slow down progress.
      This doesn’t mean immediate answers should be expected when working remotely. A downfall of working at home for some has been the expectation placed on them to be reachable and responsive 24/7. This, of course, is not what we’re suggesting.
      What we are saying is that there should be lots of opportunities for employees to reach out and get a response. So, that could be using a project management platform, setting up a WhatsApp group, and having weekly team meetings.
      Don’t abandon the onboarding process
      Hiring remotely comes with many obstacles. One of which is showing new recruits the ropes. But that first impression is key. Having a schedule set over 2 weeks that runs through projects, platforms, and meet and greets gives you a structure, plus the confidence that everything important has been covered.
      If meeting in person is an available option, take it. Even if it’s just one day, that physical meet can make all the difference to a new employee. If it’s not an option, then there’s always the trusty Zoom and screen shares.
      Celebrate employee success
      When an employee has done a great piece of work, gone above and beyond, or mastered a new skill, it’s easy to say well done when you walk past them in an office.
      It takes a little more time and conscious effort when remote. But only a little. And that small amount of extra effort can go a long way. So, be sure to send that email or publish that social media post to show your appreciation.
      Adopt a virtual open-door policy
      An open-door policy is often used as a way of encouraging effective communication, showing mutual respect, and building relationships. And just because you no longer have the physical door between you and your employees, doesn’t mean this sense of accessibility has to be lost.
      Make sure your employees know you’re available at the end of the phone, share your calendar, or add a Zoom link to your email signature that allows catch-ups to be booked with ease.
      Create a virtual water cooler
      We all know the cliche, office workers gathering around the water cooler to chat about their lives outside of work. General office chit-chat was a way for colleagues to build friendships. Being in the same room as someone all day meant talk wouldn’t just be about work, you could strike up a spontaneous conversation with someone with ease.
      And so, because flexible working can mean more varied schedules, there’s a risk that any conversation between colleagues only takes place when tasks need to be discussed. Spontaneity is lost and with it the chance to get to know one another.
      But that doesn’t have to be the case. Arrange Microsoft Teams or Zoom calls for colleagues to talk about anything but work. You could include activities and games, or simply keep it as a chance to just chat.
      Arrange meet-ups
      Why not go a step further than the virtual water cooler and organize in-person get-togethers? Team lunches or away days can be a real boost for morale and give you all the chance to create actual connections that can lead to more investment from your team.
      Help with home setup
      Wanting and being able to work from home are two separate things. That’s why it’s important to support your employees with their home office setup. Make sure they have all the equipment they need to work comfortably and effectively, such as a laptop, desk, chair, and phone. And if they don’t, offer to help.
      Offer expenses allowance
      Typically, tea and coffee are on tap when you’re in the office. A kettle, coffee, and tea bags are staple office items, being without would probably cause the same stir as an office without, say, computers.
      But when you work from home, you no longer get the free coffee and tea bonus. Then again, why shouldn’t you? Offering a small expenses allowance for team members gives them the option of working from a coffee shop, this way they still get the drinks and benefit from a change of scene.
      Make sure remote also means flexible
      Just because a company offers remote working, doesn’t mean flexibility is guaranteed. Directors may fear a loss of control and productivity when their employees are working from home, leading to micromanagement.
      A big reason why so many want the option to work remotely is that they want flexibility. They want to be able to work when they’re most productive, pick up their children, do the washing in their lunch break, and start earlier to finish earlier. Make sure your form of remote working incorporates this fundamental flexibility.
      To sum up
      People want flexible work. It’s a fact. But that doesn’t mean they want to be left alone (not all the time anyway). Merely offering flexible working won’t win you the top talent and ensure you keep it. It’s what comes with flexible working that counts. It’s the communication, the increased freedom, the chance to connect, and the continued support, that’s what makes the difference.
      By Amy Nelson, Commercial Director at Nelson Recruitment Services.
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      in Workplace

      Are Workers & Applicants Demanding Remote Flexibility for Good?

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      The COVID-19 era of work and life has been a crazy ride. Life was seemingly put on hold for many months last year and parts of it are still not back to normal today. As we all work to get past COVID-19 and the long-lasting impact on work and life, one thing has surely changed for good — the corporate office.
      Recently, GoodHire surveyed 3,500 Americans to gain a better understanding of what has actually changed in the world of office work as well as remote work.
      What they uncovered seems to be extremely useful information for recruiters, HR pros, and their employers.
      Remote Work is King
      GoodHire’s survey found that an overwhelming 68% of Americans would opt for remote work over in-office work. This is a huge shift from previous decades in which the majority of people had never experienced even a single day of remote work.
      In most cases, people now have the technology at their disposal to perform at a high level from any location, so it makes sense that they would prefer to avoid their usual commute, office clothes, and many other things that bother the average office worker.
      What’s even more shocking is the part of the survey which revealed that 61% of survey respondents said they would take a salary cut just to continue working remotely!
      It’s clear that the people want to maintain remote work, and they’ll literally pay for it.
      Adjusting to the New Normal
      Just because employees are fond of remote work, that doesn’t mean employers feel the same way. But should they?
      The same survey revealed that 67% of Americans believe that companies not offering remote work would struggle to attract applicants, and many also stated that those same companies not offering remote work might have to increase salaries to attract talent willing to work in the office.
      This is hugely important information for recruiting purposes. In order to attract top talent, employers must consider the option of a hybrid approach or even a remote-first setup.
      While recruiting for remote roles can be more difficult at times due to the lack of face-to-face interaction, recruiting pros are becoming increasingly more adept at this process as the year goes on. And for good reason. Companies offering remote work are offering more than just that, and it means a lot to their employees.
      They’re offering freedom, autonomy, and trust. They’re straying away from the old-school office environment that so many dislike. And by embracing remote work, companies are giving themselves a head-start toward attracting the nation’s top talent.
      Keeping Current Employees Happy
      While recruiting can be hugely helped by offering remote opportunities, we should not forget about current employees, either.
      GoodHire’s survey found that 74% of Americans believe that they would need a continued remote work offering from their current employer to stay at their current job.
      This is a huge shift for HR professionals who are not used to monitoring culture and working environments with remote employees. But the people have spoken, to retain employees and to keep them happy at work, remote opportunities are key.
      More Key Findings
      In addition to the findings mentioned above, GoodHire’s survey also revealed that:

      A huge majority — 85% of Americans — believe that their colleagues and other employees around the nation prefer working remotely rather than working from the company office.
      61% of Americans would be willing to take a pay cut to maintain remote working status. Some workers even suggested they would take a 50% pay cut to avoid returning to the office.
      45% of Americans would either quit their job or immediately start a remote work job search if they were forced to return to their office full-time. Almost one-quarter of the respondents said, specifically, they would quit if a return-to-office mandate was instituted.
      74% of Americans need a continued remote working arrangement to stay at their current job.
      85% of Americans prefer to apply for jobs that offer remote flexibility, while just 15% would apply for a position that requires total full-time office work.
      60% of Americans would move to a new city just for the opportunity to work remotely in any capacity.
      70% of Americans would forfeit benefits to maintain remote working status, most commonly: health insurance, paid time off, retirement accounts, and more.
      84% of Americans need to see COVID-19 safety protocols in place before considering a return to their company’s office.

      By Sara Korolevich, Director of Content at GoodHire. GoodHire is a company that provides a flexible and efficient alternative to complex background checks.
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      in Talent Acquisition

      How to Make the Right Executive Hire

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      Last year, many executives opted for early retirement when COVID-19 hit. Others were let go by their companies due to perceived redundancy in roles or the need for financial cutbacks.
      More than a year later, the economy is bouncing back and companies (both new and old) are trying to recruit quality leaders. And they’re discovering that hiring the right executive is more challenging than ever. But now is the time to invest in visionary, long-term leaders who can help your company adapt to the new future of work.
      The consequences of the wrong executive hire
      The consequences of making a bad hire at the executive level can be felt across the entire organization. The wrong leader — especially in the C-suite — can have lasting repercussions that continue long after they’ve left your company. Here are just a few potential outcomes:

      Lost productivity: A bad executive may lead their team down the wrong path in pursuit of goals not aligned with the company as a whole. Bad leadership and the wrong attitude can also bring down an entire team’s morale and productivity. In addition, all the time and money spent recruiting, onboarding, and training an executive hire will have to be reinvested — potentially costing your organization six to nine months of the desired position’s salary.
      Tarnished reputation: In the digital age, a bad hire can quickly tarnish your company’s reputation. They, or their dissatisfied former direct reports, can drop negative reviews on job review websites which can affect your ability to recruit top candidates, regardless of level.

      Turnover at the executive level also sows seeds of discontent and dissatisfaction into your workforce. Employees may question your company’s stability, and even worse, look for a job elsewhere.

      Decreased valuation: Effective leaders determine company success and shareholders often react negatively to executive turnover, especially if it’s unexpected. According to PwC, CEO turnover reduces median total shareholder return to -3.5% and a forced turnover can cost $1.8 billion more than a planned succession. If your business is service-based or project-based, a bad executive hire and changes in leadership could also impact customer satisfaction and retention.

      5 ways to recruit the right leadership
      Strong executives are vital to any business. They bring innovative ideas and energy that help your organization evolve. So, even though today’s hiring landscape is extremely competitive, you can’t afford to hire the wrong executive. The following tips can help you recruit, close and retain the right leaders in the current environment:

      Know your company: Before you start the hiring process, make sure you understand your company’s culture, values, workflows, and weaknesses. Then, practice how you communicate it. Hiring a good fit means they need to want to work at your company. This requires setting accurate expectations during the interview and hiring process.
      Know your goals and challenges: Similar to knowing your business, you should know where it’s headed. Identify your company’s goals. Then, consider the challenges your organization, industry, and sector will face in the next five years. This will help you determine the ideal experience and expertise of the type of executive hire who can get your company to the place it needs to be.
      Be clear about your remote work policy: According to a recent survey, 55% of the workforce wants to be remote at least three days a week. A company’s remote work policy is now a key consideration for candidates, so determining how often you need your executives to be in office (and whether it is negotiable) will help set expectations and ensure long-term success.
      Maintain momentum: Once you’re in the hiring process, make sure it doesn’t drag on. A slow process can frustrate candidates and cause you to miss out on a good hire. When you find the right person, be decisive and clearly identify next steps. In this way, recruiting is like sales: Time kills all deals.
      Lean on networks and partners: The best hires aren’t always those looking for a new job — the right person for the job may be an internal candidate, a referral from an employee’s network, or a product of outbound recruitment. A talent partner who has the experience, expertise, and existing relationships can help you uncover the perfect candidate, even if it’s someone who isn’t raising their hand.

      Good people power success
      We’re at the precipice of a new era of work. The pandemic continues to change the hiring landscape, accelerating digital transformation and popularizing remote work. Companies need strong leaders to ensure they not only evolve, but stay ahead of the competition. With the proper practices and partners in place, you can make the right executive hire to help propel your business forward.
      By Phil Gaddis, President of Executive Search, Addison Group.
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