Can We Maintain Community in a Flexible workplace?

I’ve long believed that only a previous moment of mind can cause the present moment of mind. This is not a difficult concept to grasp – it is the mind that translates what we see, what we experience and what we feel physically into the emotions that drive us. For this reason I’ve brought to my business life an attempt to understand the pressures we put on ourselves and how these affect us in our corporate lives. 

A Two Way Communication Pathway

The current workplace flexibility trend came as a relief. I’ve written on this before – see here – with the premise being that tailoring our work practices allows us to manage and solve for multiple competing objectives. My support for workplace flexibility has however had some boundaries; namely that it needs to work for both business and for the individual. The latter generally receives little attention beyond the program itself – it would seem almost pointless to question whether too much flexibility can be harmful to a person. It is however a valuable and prescient question. Flexibility requires both the organisation and the individual to reach a mutually agreeable outcome, and to be honest about what the other needs. In a world where people and organisations put too much pressure on themselves to virtue signal, the information flows can become hard to read. 

I am no stranger to time alone - my previous roles as Global Leader of EY’s Sectors business, and as Global Leader of the Utilities Transactions business, had me on the road more than 150 days per annum, and while challenging in terms of jet lag, work scheduling and time away from home, I have rarely been lonely. Physical connectivity through conversation, the amazing communications technology available now, and shared experiences with my colleagues provided me not only a tolerable but enjoyable life. That time did however spark a keen interest on the boundaries of workplace flexibility, and in particular whether in fact there are benefits to better understanding the line between the satisfaction of working remotely and unhealthy isolation. Over recent months I have been having discussions with staff and colleagues, and researching, and have been surprised to see a growing literature on the unhealthy effects of isolation and the loss of community among those who work full time from home. It is undeniable that we as leaders have an interest and obligation to help create guidelines to ensure employees remain connected. At EY, we take these questions seriously; our people are our assets and their health is our business. 

Flexibility is, at its heart, about people

I was recently asked to lead and participate in the development of a new initiative at EY, which we are trialling in Brisbane. We have a growing and important group of people in our firm who frequently work from home to accommodate global hours, or work in a virtual team. These professionals get up early to accommodate US teleconferences beginning at 4am or earlier, host and attend European meetings from 9pm until early in the morning, and for this reason being part of a 9-5 team simply proves impossible. They are an extremely hard working group of people who provide extensive value to our business, but are often neglected from morning teas, afternoon drinks and sometimes feel like they don’t know enough people to come along to the Christmas party by virtue of sheer circumstance. They fill their days like a game of Tetris with work, family, relationships and obligations, rarely having more time for themselves than full time office workers but having none of the connectivity. Flexibility has given us options, but let’s not ignore the challenges it has imposed.   

The aim of our pilot program is simple, and it goes further than asking if our people if they are ok– we want to build a community that includes them, supports them and encourages them. Our aim is to help those across the business who regularly work from home, in virtual teams, on secondment, part-time or on leave, by providing opportunities for them to connect with others. This will be a space where staff can engage as much (or as little) as they like. We are hoping it results in improved personal wellness, increased engagement and expanded professional networks for our people regardless of how their workplaces are structured. 

It’s simple, but it matters, and it means we need to do things a little differently. It might be providing suggested days to work in the office; helping form relationships with those who work differently to the way they do; coordinating 'networking days'; providing buddies for social club or firm events; or sharing best practice strategies for effective virtual working. Through this pilot project, for example, we will help people identify local colleagues for potential catch ups close to home. 

What drives you?

The nature of our work is changing – business is global and the emergence of the gig economy means that both hours and attendance are becoming optional, and we need to think carefully about this for two reasons. Firstly, people are strong, but most conscientious people will, left to their own devices, be harder on themselves than others are on them. When combined with what we have been taught, read, and indoctrinated, flexibility could in fact drive some people to push themselves to work harder than ever, and to push themselves into patterns that are ultimately unhealthy. 

Secondly, large companies are presently more likely to offer more flexibility rather than less.  As flexibility becomes entwined with the notion of the gig economy, the role of the institution of employment will change.  There is an emerging premise that workers do not want to come into the office, and without careful thought, the optionality of the office may one day be removed from the notion of employment.

At EY, we are asking the hard questions of ourselves and others, and we are taking the time to understand how best to take care of our people. Flexibility is a new world, a two way street which doesn’t obey the old rules and where communication and empathy are required to bridge the gaps. Understanding what drives us as humans has never been more possible nor important. 

Keen to continue the conversation?  Please message me or leave your comments below.