Working 100% in the same location is no longer in line with the preferences of a growing number of employees. What solutions should be considered in response to this trend? Expert advice follows.
Telecommuting, part-time work: a growing number of Swiss individuals want personalized working conditions. Some wish to reduce their working hours to pursue other professional projects, while others seek more free time for volunteering or personal fulfilment. Coupled with a shortage of qualified labor, this situation poses various challenges for SMEs. How should they adapt to these evolving demands? An interview with Marius Gerber, Director of the Human Capital Competence Center at the Zurich University of Applied Sciences (ZHAW).
Where do Swiss companies stand today regarding flexible work?
Marius Gerber: Approximately 40% of Swiss employees engage in flexible working conditions, both in terms of time and location. However, the extent and opportunities strongly depend on the company's size, industry, and type of professional activity. Employees are increasingly seeking more flexible working conditions, particularly after positive experiences during the pandemic. It's worth noting that there is no universal definition of this flexibility, and it may also be tied to the organization's model.
How should companies respond to employees' requests for flexible working conditions?
Gerber: It's crucial to proactively ask certain questions: to what extent does the company's reality allow for it? Is it in line with the current and future company culture, as well as legal frameworks? The current job market certainly demands adaptability from companies. Specific solutions need to be found, taking into account both employees' needs and the company's objectives. For instance, establishing office hours that cater to the desire of some clients for in-person advice while considering employees' need to work from home. It's important to note, however, that not all employees necessarily seek more autonomy.
What impact does remote work have on productivity? Could you share the findings from your study on this topic?
Gerber: Our study, titled "Functions and relevance of spatial co-presence," was conducted in a Swiss IT company, and its results align with those of other surveys. During the Covid period, our study revealed that productivity doesn't decrease with remote work; in fact, it may even increase. However, this might be a short-term effect, as remote work could have negative implications in the medium term for collaboration, a sense of belonging, as well as health and performance. It's not coincidental that many companies are bringing their employees back to the office. The role of the office is being redefined, and on-site collaboration is more strategically planned. The commute to work should become interesting and stimulating for the employee.
Has flexible work become a competitive advantage for companies?
Gerber: Yes, absolutely. Flexible work is becoming increasingly crucial for candidates and may soon be considered not just a competitive advantage but a necessary element in certain sectors. To enhance attractiveness, employers need to think beyond and be open to change, even experimentation. Adapting working conditions may also involve a specific type of management or corporate culture, and it doesn't necessarily have to be limited to infrastructure-related aspects or incur additional costs.
What are the key challenges organizations need to be mindful of in this context?
Gerber: It's crucial to preserve and consciously evolve their own culture. Blindly following every trend or adhering to stereotypes, such as those associated with "Generation Z," isn't worthwhile. At times, for the sake of social cohesion within the company or to safeguard employees, it's necessary to push back against individualization and mounting demands.
