{"id":12477,"date":"2021-06-29T13:58:18","date_gmt":"2021-06-29T03:58:18","guid":{"rendered":"https:\/\/totalsynergy.com\/?p=12477"},"modified":"2022-09-16T10:35:58","modified_gmt":"2022-09-16T00:35:58","slug":"new-world-work-life-the-challenges-and-opportunities-for-your-built-environment-business-post-pandemic","status":"publish","type":"post","link":"https:\/\/totalsynergy.com\/new-world-work-life-the-challenges-and-opportunities-for-your-built-environment-business-post-pandemic\/","title":{"rendered":"NEW WORLD WORK LIFE: the challenges and opportunities for your built environment business post-pandemic"},"content":{"rendered":"\n\n\n\n\n\n\n\t
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Experts agree\u00a0the working world is\u00a0still\u00a0very much\u00a0in a state of flux\u00a0as covid-19 vaccines are being rolled out at various rates across the globe. That\u00a0makes predicting exactly how work life will look,\u00a0post-pandemic,\u00a0impossible. However, there is widespread agreement on the\u00a0strengths that will be required of managers, leaders, and businesses to succeed once we\u2019re there. So, as\u00a0the leader of a team,\u00a0what does that mean for you and your built environment business?<\/span>\u00a0<\/span><\/p>\n

It\u2019s generally agreed that workers will expect a more flexible approach to\u00a0where they\u2019re required to work, and as a result, how they\u2019re managed.\u00a0Crucially, the conversation has shifted from being one that\u2019s employer-led to one that is driven by empowered\u00a0employees.<\/span>\u00a0<\/span><\/p>\n

The employee-led conversation<\/span><\/b><\/h3>\n

In a June 2021 article, the\u00a0New York Times<\/a>\u00a0said, \u201cfor the first time in a generation, workers are gaining the upper hand.\u201d\u00a0Pointing out that this\u00a0is largely due\u00a0to the\u00a0<\/span>erosion of employer power\u00a0during the low-unemployment years leading up to the pandemic, the article (as with\u00a0many others) was clear that the trend\u00a0toward\u00a0an\u00a0employee focus would persist long after it.<\/span>\u00a0<\/span><\/p>\n

This\u00a0means\u00a0that\u00a0an entire generation of managers\u00a0who grew into their roles\u00a0in an era of abundant workers, must now\u00a0learn how to operate amid labor scarcity.<\/span>\u00a0<\/span><\/p>\n

We spoke with\u00a0Clare Thompson<\/a>,\u00a0the head of people and culture at\u00a0AEC business and project management software company, Total Synergy. Clare agreed. \u201cI think this conversation has changed. It used to be employer-led.\u00a0Because employees\u00a0have now\u00a0proven\u00a0they can work from home,\u00a0or anywhere else,\u00a0it isn\u2019t anymore.\u201d\u00a0<\/span>\u00a0<\/span><\/p>\n

The challenge, most agree, is that people who lead teams must now undergo a fundamental shift in the style and methodologies they use to manage their people.<\/span>\u00a0<\/span><\/p>\n

Technology touch-points for post-pandemic managers<\/span><\/b>\u00a0<\/span><\/h3>\n

Geographically distributed teams\u00a0not only require more technology\u00a0for effective\u00a0management, but also\u00a0a different engagement with that technology\u00a0by\u00a0managers.<\/span>\u00a0<\/span><\/p>\n

\u201cIt’s the touch points,\u201d says Clare.\u00a0\u201cUsing technology to communicate properly with your employees\u00a0is more\u00a0critical now \u2014 you may have people in different time zones, you might be asynchronous versus synchronous.\u00a0We have some great tools with things like\u00a0Microsoft Teams<\/a>,\u00a0but\u00a0it’s the discipline\u00a0and appropriateness\u00a0around how you use them.\u201d\u00a0<\/span>\u00a0<\/span><\/p>\n

Focused through the lens of\u00a0a new\u00a0employee-driven workforce, a new hybrid working style (entirely remote, entirely onsite\/in-office, or any combination\u00a0thereof) has\u00a0two broad implications for successful management:\u00a0<\/span>\u00a0<\/span><\/p>\n

1. You\u2019ll need to engage with new business and project management tech, and do so\u00a0in new ways
\n<\/span>2. How well you\u00a0achieve the above will be determined by\u00a0how skillfully you employ that tech to support your\u00a0team\u00a0and their needs<\/span>\u00a0<\/span><\/p>\n

What\u00a0your employees want in the post-pandemic working world<\/span><\/b>\u00a0<\/span><\/h3>\n

Essentially,\u00a0post-pandemic work life is going to require a much more bespoke approach to managing\u00a0people. A management method that is tailored and more wholistic\u00a0in terms of the needs of\u00a0the\u00a0individuals\u00a0who work for you.<\/span>\u00a0<\/span><\/p>\n

As the leader of a built\u00a0environment\u00a0team,\u00a0you\u2019ll need to be aware that your employees will\u00a0have increased expectations of\u00a0what\u00a0you\u00a0and your business offer\u00a0in relation to 4 key areas:<\/span>\u00a0<\/span>\u00a0<\/span><\/p>\n

a) Flexibility
\n<\/span>b) Development<\/span>
\n<\/span>c) Community\u00a0<\/span>
\n<\/span>d) Empathy<\/span><\/p>\n

a) FLEXIBILITY\u00a0<\/span><\/b><\/h4>\n

Pre-covid management held to the idea that having somebody in front of you in the office proved that they were working. However,\u00a0once we\u2019re clear of\u00a0the pandemic,\u00a0the option of remote working will be a\u00a0base-line\u00a0expectation for\u00a0employees.\u00a0Analysis suggests<\/a>\u00a0\u201c46% of the workforce is projected to be working hybrid in the near future\u201d.\u00a0That means changing how you manage them.<\/span>\u00a0<\/span><\/p>\n

A\u00a0lot of this new shift, says Clare, \u201cis about changing your mindset to\u00a0output-based management<\/a>, as opposed to the old style of time-based management\u201d.<\/span>\u00a0<\/span><\/p>\n

Rather than requiring your staff\u2019s attendance in-office between nine and five, for example, as manager you will need\u00a0to\u00a0agree upon X being delivered by the end of the week. You\u2019ll then\u00a0leave the management of the time required to achieve that, entirely up to your employee.\u00a0<\/span>\u00a0<\/span><\/p>\n

Harvard Business Review<\/span><\/a>\u00a0reported<\/span>\u00a0<\/span>that\u00a0\u201cin more than 70% of manager-employee relationships, either the manager or the employee will be working remotely at least some of the time. This means that\u00a0managers will have dramatically less visibility into the realities of their employees\u2019 day-to-day and will begin to focus more on their outputs and less on the processes used to produce them.\u201d<\/span>\u00a0<\/span>\u00a0<\/span><\/p>\n

This flexibility represents a huge opportunity for businesses to widen their search for talent. The employment market has truly been\u00a0globalised\u00a0by remote work. However, Clare says,\u00a0\u201cthat\u00a0also\u00a0means that we step into a space where there’s even more of a war for talent\u00a0\u2014\u00a0people think that because the borders are closed talent pools are stuck within their own\u00a0countries, but they’re not. From a talent perspective, the world’s opened up.\u201d<\/span>\u00a0<\/span><\/p>\n

b) DEVELOPMENT<\/span><\/b><\/h4>\n

As a result of that disintegration of physical employment boundaries, and the increased demand for workers, employers will need to ensure they\u2019re\u00a0attracting talent with management that includes a significant investment in employees\u2019 development.\u00a0This is another key expectation of the post-pandemic workforce.<\/span>\u00a0<\/span>\u00a0<\/span><\/p>\n

As the New York Times\u00a0article,\u00a0\u201cWorkers Are Gaining Leverage Over Employees Right Before Our Eye\u201d<\/a>\u00a0points out, that includes doing away with some of the traditional barriers to entry\u00a0for potential staff members.\u00a0<\/span>\u00a0<\/span><\/p>\n

\u201cUp and down the wage scale, companies are becoming more willing to pay a little more, to train workers, to take chances on people without traditional qualifications, and to show greater flexibility in where and how people work.\u201d<\/span>\u00a0<\/span>\u00a0<\/span><\/p>\n

c) COMMUNITY\u00a0<\/span><\/b><\/h4>\n

The post-pandemic workforce\u00a0will also have an increased need for a sense of community\u00a0because of\u00a0their\u00a0geographic spread.\u00a0That community will not only be about video-call tech, but also about the\u00a0equality of access to documents and files. Cloud-based file management\u00a0and\u00a0collaboration<\/a>\u00a0software\u00a0is the only way to\u00a0grant\u00a0that.\u00a0<\/span>\u00a0<\/span><\/p>\n

\u201cYou look at the way that we’re set up with\u00a0SharePoint<\/a>,\u00a0at Total Synergy\u201d says Clare, \u201cif you have everything in one place\u00a0then\u00a0people can access it,\u00a0for everything\u00a0from onboarding documentation\u00a0to daily admin, then there\u2019s equality\u00a0of access for all\u00a0employees.\u201d<\/span>\u00a0<\/span><\/p>\n

Likewise, when\u00a0teams are\u00a0decentralised, you no longer have anecdotal conversations as you make a cup of coffee in the kitchen. Unless, of course, you\u00a0try\u00a0to\u00a0facilitate\u00a0new ways for that happen when people are remote. You have to use the technology that you have to check in, and to encourage others do the same with their colleagues.<\/span>\u00a0<\/span><\/p>\n

Again, for managers, this comes back to an ability to engage with new technologies,\u00a0in new ways, to develop a sense of community for their teams in a new working landscape.<\/span>\u00a0<\/span><\/p>\n

d) EMPATHY<\/span><\/b><\/h4>\n

One\u00a02021 Gartner study<\/a> says,\u00a0\u201corganisations\u00a0must\u00a0develop a\u00a0human-centric\u00a0model to\u00a0drive\u00a0performance in\u00a0hybrid\u00a0working environments\u201d. It\u2019s clear that\u00a0the wholistic approach to managing your people\u2019s lives, not just their\u00a0work, requires a\u00a0focus on empathy in general, and health and\u00a0wellbeing.\u00a0<\/span>\u00a0<\/span><\/p>\n

Clare says, \u201cAs managers\u00a0we\u00a0have to have more empathy\u00a0\u2014\u00a0there’s a larger shift towards people’s health and wellbeing\u00a0and\u00a0creating engagement and\u00a0understanding with your employees\u00a0when\u00a0you’re not in a single workplace requires more effort.\u201d<\/span>\u00a0<\/span><\/p>\n

Harvard Business Review<\/a> points\u00a0out\u00a0that\u00a0asking managers to lead with empathy can be\u00a0difficult\u00a0and\u00a0intimidating.\u00a0\u201cMany managers understand empathy conceptually but aren\u2019t sure how to use it as a management tool: Are these questions too personal? How do I create a trusting relationship with my direct reports? Is caring acceptable at work? It goes against deeply ingrained assumptions that we should keep work and life separate. Managers need opportunities to practice \u2014 and, crucially, room to make mistakes \u2014 in order to learn to lead with empathy.\u201d<\/span>\u00a0<\/span><\/p>\n

In the\u00a0new world work life,\u00a0more than ever,\u00a0managers will need the capacity to\u00a0put\u00a0themselves\u00a0in\u00a0their employee’s shoes and see what works best for them.\u00a0It\u2019s clear that the covid-19 pandemic meant that people integrated their work into the rest of their lives\u00a0to an extent\u00a0we\u2019ve\u00a0never seen before\u00a0\u2014\u00a0and now we need to take care\u00a0of the whole lives that make up our teams.\u00a0<\/span>\u00a0<\/span><\/p>\n

Clare says, \u201cI think it’s about flexibility,\u00a0building community,\u00a0and actually still developing people\u00a0\u2026 Then\u00a0it\u2019s\u00a0just ensuring that you care enough\u201d.\u00a0Again,\u00a0the rigor around how leaders are checking in\u00a0with their teams\u00a0comes back to process. Having the right mindset, technology, and implementation\u00a0to take care of our people.\u00a0<\/span>\u00a0<\/span><\/p>\n

\u201cI mean\u201d says Clare,\u00a0\u201cif you don’t have a people-led business, you don’t have a profitable business.\u00a0It\u2019s that simple.\u201d<\/span>\u00a0<\/span><\/p>\n\t\t\t<\/div>\n\t\t<\/div>\n\t<\/div>\n\n\n\n\n\n\n

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There is widespread agreement on the strengths that will be required of managers, leaders, and businesses to succeed once we reach post-pandemic work life. 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