Whether you’re a manager at a company with 3,000 employees or three, something that leaders across industries have learned in the past two years is flexibility is key to retention and recruiting of new hires. The question of remote work, hybrid work, on in-person work is a big one.
... [+]Whether you’re a manager at a company with 3,000 employees or three, something that leaders across industries have learned in the past two years is that giving employees more flexibility is key to retention and recruiting of new hires. The pandemic forced the majority of the US workforce to adapt in a plethora of different ways to keep everyone healthy while still continuing to work efficiently.
The reality is that more talent in every part of the country, and the world, now has access to greater opportunities because of the increased normalization of remote work. Gone are the days where you have to live in San Francisco to make a Bay Area salary. Remote work isn’t a groundbreaking concept, yet the majority of companies did not standardize remote-work until the pandemic. What was once the exception has become the expectation.
I see this as a win for workers. Employers know this and have had to adjust their compensation strategies to accommodate for competition. High-demand roles, like IC software engineers, have spurred more competitive salaries than skill sets. Many will argue that this combination of low-supply and high-demand of talent is cyclical and will bounce back to normal levels. Others recognize that individual flexibility and personalized working conditions are too widely adopted to be relinquished easily.
There’s always the flip side of the coin; there are people who miss the in-person connection and escape from their home life. In a similar vein, it’s easier to feel burnt out when you’re living and working in the same room. The same thing goes for decompression; employees can context switch from boss to parent or partner when they have a commute. For some, separating work and life into different spaces, or just even the choice to decide what is best for them, is essential.
I’m always curious how companies react to global phenomena and how large-scale challenges help breed innovation in imaginable ways. Having been in the talent and recruiting industry for a year, at a required five day-a-week in-office job, I’ve been eager to chat with companies about what they have learned from their own strategies and new best practices for attracting and retaining talent.
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