Digital Nomadism: the New ‘Non-Negotiable’ Work Perk

Part of The Great Realization is working not just how one works, but where.

The COVID-19 pandemic accelerated many workforce trends, but perhaps no single one more than that of remote and hybrid work. Begun as a necessity, many if not most workers today see location flexibility not just as a perk, but as an imperative when looking for a new job or considering if they wish to leave their current role.  

To date, a subset of workers 16.9 million strong, dubbed Digital Nomads, live a location agnostic, technologically enabled lifestyle as they live and work in various locations for months and even years at a time. This cohort, largely driven by traditional full-time workers, has grown a staggering 131% since 2019.

Nomads are a fascinating bunch—highly satisfied with their work and lifestyle (81%) and by and large early adopters of technology (74%). They skew younger and more male than the traditional workforce population and skew young, but a loyal core of one in ten is older than 60, showing that the ‘work where you wish’ mindset isn’t limited to a single age group. To date, more than 72 million Americans say they may become a digital nomad in the next 2-3 years.

The question, however, isn’t about who these nomads are and if they are satisfied. It is about what this trend means for the workforce at large, and how organizations should respond. Three things come to mind:

1. Build a Talent Network Where Output and Results are King. Even in today’s unbalanced economy, workers retain power. To attract the best and brightest, it is imperative that enterprises build a strong network of talent (FTE, IC, and even offshore), and this may mean engaging workers who prefer to nomad. Set workforce policies and workforce engagements that define goals and projects around outcomes and results, instead of around 9-5 office culture. McKinsey & Company’s recent survey, for example, found that six in ten respondents are less likely to quit for another job if they are given more flexibility at work.
2. Consistency is Key. Consider adopting a digital nomad policy that allows employees and contractors alike to work when and how they choose, keeping in mind that allowing workers to perform tasks from a location of their choice needs to be regulated to mitigate tax and legal risk.
3. Workers Have the Power. That Isn’t Changing. While your organization doesn’t have to permit a “work from anywhere at any time” approach, it is imperative to realize by refusing to engage with the way the workforce is changing, enterprises are effectively pretending that by ignoring the subject, they can hope it will go away. It’s time to get on board – or risk the consequences of being left behind.

Trending Topics:

●     A recent survey from The Conference Board reveals almost a third of workers report decreased engagement at work. This is perhaps a reminder for business leaders and executives to be more intentional and inclusive to those who are part of their workforce, in an effort to diminish ‘Quiet Quitting’ and increase not only engagement but productivity as well.

●     Some industry leaders are viewing the shifting labor market as an opportunity to reconfigure workspaces in a way that prioritizes flexibility, well-being, and sustainability—three factors that appeal to workers.

●     Designing the future of work requires a fresh approach to how companies transform, prioritize connections, and reshape mindsets. Chief Experience Officers (CXOs) sit at the center of this revolution. They need to be prepared to embrace change so they can define their organizations’ future ways of working and how to get there.

●     Through pandemic-enforced lockdowns, millions of workers have proven that they’re able to do their jobs well from home. However, this has also led to “productivity paranoia,” or the idea that even if workers are putting in the hours, bosses won’t believe they’re productive if they’re out of sight.

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