Explore the future of work and learn the actionable steps leaders must take to ensure equal career development opportunities for both remote and in-office employees in the evolving hybrid workplace.
Recent discussions from our global clients indicate that corporate leaders are increasingly favoring in-person attendance among employees, advocating for a return to traditional office environments. This shift is aimed at signaling that commitment to in-person presence is crucial for career progression and growth. Diana Scott, U.S. human capital center leader at The Conference Board, highlighted in an article for Fortune, suggesting that those seeking significant career advancement should be prepared to be physically present in the workplace.
Employers’ Strategies to Encourage Office Return
Employers are employing various strategies to encourage employees to return to the office, at least on a part-time basis. These incentives range from providing free meals and on-site childcare to supporting charitable causes. However, it appears that while such arrangements might suffice for job retention, they may not sufficiently support career advancement. A recent survey conducted by The Conference Board and reported by Fortune magazine reveals that HR leaders believe a hybrid model may not adequately propel employees' careers forward. Some Chief Human Resources Officers (CHROs) intend to allocate superior advancement opportunities to those who commit to full-time in-office presence.
Survey Insights: Promotion and Development Opportunities
The survey findings suggest that approximately 9% of the 120 CHROs polled anticipate increasing promotion eligibility for fully in-office employees compared to those working remotely. Furthermore, 11% plan to enhance high-profile project assignments for in-office staff, and 13% aim to offer more development opportunities to in-office workers. These trends imply that fully remote workers may face limitations in career development opportunities, with around 10% of CHROs planning to elevate promotion eligibility exclusively for in-office workers, 15% aiming to assign more high-profile projects to in-office staff, and 7% intending to provide greater development opportunities to in-office employees.
Employee Preferences for Remote Work
Despite these trends, the preference for remote work options persists among employees. A separate survey by The Conference Board revealed that "flexibility" is the most desired non-salary benefit, selected by over 65% of respondents. Diana Scott underscored the importance for employers to effectively manage hybrid work models to maximize benefits. Conversations with candidates indicate that flexibility continues to hold significant value beyond financial compensation. It is observed that only a minor fraction of CHROs within the life sciences sector plan to grant preferential treatment to fully in-office employees. We believe that organizations adept at navigating the hybrid work landscape without marginalizing hybrid workers are likely to gain a competitive edge in attracting and retaining talent.
Actionable Steps for Leaders
As we move forward in this evolving work environment, it is imperative for HR and corporate leaders to carefully consider the implications of their strategies on remote and in-office employees. The data clearly indicates a growing preference among employers for in-person attendance to signal commitment and dedication. However, it is equally clear that flexibility remains a highly valued benefit for employees, with many prioritizing it over other non-salary benefits.
To balance these competing interests and ensure equitable career development opportunities for all employees, regardless of their work location, here are some actionable steps for leaders:
Transparent Communication
- Clearly outline career advancement criteria for all employees.
- Ensure all workers understand how to achieve their career goals.
Equitable Opportunities
- Implement policies for equal access to promotions and development.
- Use objective metrics to evaluate performance without location bias.
Hybrid Work Models
- Optimize hybrid models with best practices for collaboration and engagement.
- Invest in technology that supports seamless communication.
Leadership Training
- Train managers to support hybrid teams and mitigate biases.
- Promote a culture where remote contributions are equally valued.
Flexibility and Work-Life Balance
- Prioritize flexibility to attract and retain talent.
- Provide support for mental health and work-life balance.
Organizations that successfully navigate the hybrid work landscape without marginalizing remote workers will not only foster a more engaged and motivated workforce but also position themselves as employers of choice in a competitive talent market.
Take the first step towards a balanced and equitable future of work. Contact Gil Carrara today to learn how our solutions can help your organization implement effective hybrid work models, promote equity, and enhance employee engagement.
