Source | www.willistowerswatson.com Rhonda Elcock | Lesli Jennings | Nisha Buddig
As organizations prepare for a post-pandemic environment, flexible work is becoming more than a response to keeping employees safe. Our Flexible Work and Rewards Survey: 2021 Design and Budget Priorities report noted that in 2019, less than 15% of employers in North America had offered flexible work arrangements, but now, close to 60% are planning to make this practice a permanent policy.
This will surely be welcome news for almost a quarter of the workforce that would like to continue working from home all the time, according to our 2020 Global Benefits Attitudes Survey. Yet many employees have also realized that flexibility is still largely defined by when and where they can or need to do their work – and this of course factors into their pay, rewards and benefits. It can impact even their sense of wellbeing physically, emotionally, socially and financially.
In reimagining the future state of the workplace, the logical starting point would be understanding the fundamentals of where, when and how work gets done. For that, tapping into the employee experience can glean valuable insights on effectively redesigning work for flexibility.