Since the outbreak of the coronavirus, quarantine life not only took a toll on people’s personal lives but also on their professional lives. The sudden closure of many workspaces over the last few months has given rise to new work culture. To be more precise, remote working and hybrid workings are the waves of the future.
There were furloughs, budget cuts, outsourcing of work, and the shift to remote or hybrid work. The sudden lack of job security has forced even workers to think of more viable sources of income like freelancing or consulting. Besides, with digital transformation, businesses have been forced to rethink workforce teams and processes.
Remote work is the key to the future workforce and it is here to stay. But it has also created siloes, human alienation, productivity shifts, and reduced quality control?
Traditional nine-to-fives don’t seem relevant anymore. What, with people spending more hours at their screens, blurred lines between work and life, and the inability to integrate the two. Productivity today is a result of both hard skills and soft skills. Effective measures as well as affective measures. Your grit scores, morale, motivation, mental health, satisfaction are as important as your timesheets, KPIs, and KRAS.
In the Affective Events Theory, Weiss and Cropzano explore how emotions and moods influence job performance and satisfaction. Besides the work-life imbalance, multiple other factors determine worker productivity. Digital access, digital fluency, communication, attention, environment, motivation, and skill. This said, productivity today needs to be measured both quantitatively and qualitatively.
Acing remote work
Digital transformation calls for digital leadership. Leaders need to ask themselves if there is a disconnect between digital skills and digital fluency. Are your people working from home or living at work? Are there gaps between workers’ willingness to work for an organizational purpose and the employer’s actual embodiment of that purpose? What are some cultural, social, economic, and psychological shifts that are a result of a digital world?
Work environment & events
As leaders plunge into the new norm, there need to be clear action steps for people, processes, workflows, innovation, and other organizational functions. It is not merely about how ergonomic your workstations are and connectivity, it’s about regular check-ins, company-mandated hours online, leave and sick policies, transparent communication, and agile functioning.
Morale is no longer as simple as a HR function. Unpopular opinion, digital transformation is less about technological innovation and more about the people who make technology work for you. Just as digital leadership gauges the work environment and climate of the business world today, it is also crucial to understand personal dispositions. This would help navigate schedules, facilitate communication and mutual understanding, set healthy boundaries and realistic expectations, enhance productivity, and make more meaningful partnerships with people.
Top 7 tips for remote teams
- Communicate with your team
- Have cross-functional meetups
- Set realistic expectations based on your mental strengths and weaknesses
- Prioritize based on what’s important and urgent
- Stay accountable
- Plan your distractions
- Make sure your downtime is helping you
The Future is Here
There is a new brand of trust and transparency about workers moonlighting today. Side hustles are encouraged as it also adds to the long-term skill development and job fulfillment. The gig economy is more than a fad. With the uncertainty of the markets, people like to have multiple streams of income, lots of stimulating projects, carve out their personal brands, and prefer to be in charge of their career trajectory.
Besides, platforms like CleverX, Upwork, and Fiverr are doing a phenomenal job connecting gig workers to business for on-demand projects. Saves time, cost, and gives you access to excellent talent from around the world. Thanks to digital transformation, success is can be a win-win for both organizations and workers. But do we have the necessary mindsets, processes, and systems for this radical shift? The answer might just lie in the personal and collective effectivity and affectivity of organizations.