Hello and welcome to Working It. I am bravely (or foolishly) soldiering on despite being ill 🤢. In my defense, this is a common practice. Remote work has made it easier to continue working instead of taking the time to rest and recover, which would be a more sensible approach. However, sickness leave in the UK is at an all-time high, with a total of 185.6 million days taken off for sickness and injury in 2022. It’s a puzzling situation, and any insights are greatly appreciated. Keep reading for more information on why your organization’s hybrid work policy needs an executive to oversee it. In this week’s Office Therapy column, I provide advice to a reader who is bothered by a colleague’s overpowering perfume. HTML tags: Hello, and welcome to Working It.
Move over, outdated hybrid work practices
Many of us (myself included) have been discussing “hybrid work” and “flexible work” as if they already have a fixed definition. In traditional organizations, this often means a mandate to be in the office three or four days a week. Alternatively, companies like Goldman Sachs and Martha Stewart’s require employees to be in the office every day. However, strict mandates do not lead to the best results unless employees understand the reasons behind them (such as specific meetings, collaboration, in-person training, mentorship, or even free team lunches). There is already a disconnect between the number of days employees are expected to be in the office and the actual time they spend there. According to Nick Bloom, an expert on remote work, employees prefer to work from home three days a week, but employers are only offering 2.5 days. While this may seem like a small gap, many employers are still overly focused on requiring more office time. Google, for example, has announced a three-day in-office mandate and plans to track attendance and link it to performance reviews. McKinsey, a consultancy firm, recently conducted a survey and released a report highlighting what it considers to be effective and “true” flexible and hybrid work. The report challenges the notion that more days in the office equate to success. The future of hybrid work goes beyond the amount of time spent in the workplace; it’s about optimizing connections, productivity, technology usage, and time management. It allows employees to work asynchronously, at times that suit them, rather than synchronously during traditional office hours. Meetings, which often take up valuable time, are being reimagined in this new hybrid model. McKinsey emphasizes that effective hybrid work also involves optimizing the physical workspace. Many companies are planning to downsize their office space while creating more appealing and well-appointed environments to make coming to work worth the commute and expenses. However, what about organizations that lack the resources for such a significant overhaul? My personal experience and observations of post-pandemic offices, including our own, often involve the addition of more meeting tables, coffee shop-style co-working areas, and poorly soundproofed Zoom cubicles. One of McKinsey’s key recommendations is to follow the lead of startups and remote-first businesses by appointing a senior leader responsible for innovation and overseeing hybrid work policies. Although traditional, office-based, multinational companies may struggle to create these capabilities, they are increasingly crucial for shaping and communicating a company’s workplace experience philosophy and practices. I am excited about the future of the Head of Hybrid role. Do you have a Head of Hybrid or Remote at your organization? What does true flexibility mean to you? Are there cost-effective ways to adapt existing office spaces? Share your ideas with me by emailing [email protected]. We will continue exploring the future of hybrid work in the coming weeks, as there is much more to discuss.
This week on the Working It podcast
Tim Harford, the Undercover Economist and one of the busiest and most productive columnists at the FT, joins me on this week’s episode of the Working It podcast. I asked him to share some of his efficiency secrets. Tim has previously written about how to remain productive despite being overwhelmed by emails. On the podcast, he discusses the link between personal productivity and stagnant national productivity levels. The increasing need for employees to take on tasks they may not excel at, such as creating PowerPoint presentations and handling expenses, may contribute to this stagnation. The next time you find yourself acting as your own personal assistant, consider how it might be impacting national productivity levels.
Office Therapy
Problem: A new coworker in my small office wears an excessive amount of perfume, and it’s driving me crazy. Can I ask her to use less perfume?
Advice: Excessive scents in the workplace can be unbearable for those nearby. In my experience, it can be challenging for coworkers to address this directly with the person causing the discomfort. Instead, we often wait patiently for the individual to leave, which may take longer than expected. However, a better approach is to visibly show signs of physical discomfort, such as sniffing or sneezing, when you are near this coworker. If this is genuine and not exaggerated, it will be clear that her perfume is causing you discomfort. Take this issue to your manager and let them handle it. Alternatively, you could address the problem directly with your coworker, explaining that it’s causing you physical distress (make it about you, not her). Another tactic is to use a spray or candle that removes pet or nicotine odors on your desk, despite any health and safety considerations. 🕯️
Got a question, problem, or dilemma for Office Therapy? Think you have better advice for our readers? Contact me at [email protected]. All submissions will be anonymous. Your boss, colleagues, or subordinates will never know.
Five top stories from the world of work
1. FT investigation reveals how Crispin Odey evaded sexual assault allegations for decades. This in-depth investigation sheds light on allegations of harassment by the wealthy and powerful financier, Crispin Odey. It highlights the challenges faced by colleagues who are unable or unwilling to confront misconduct by someone in a position of power. The story has sparked significant introspection and initiated changes within Odey’s company.
2. The digital nomad trend goes corporate. The idea of working from anywhere, preferably a beach, gained popularity during the pandemic. However, Sarah O’Connor brings us back to reality in her column, discussing the practicalities of working from anywhere, such as tax issues and limitations on stays.
3. French business schools dominate the Masters in Finance rankings. According to a study by the FT, French schools, including ESCP, HEC, ESSEC, and Skema, are leading the rankings. This highlights France’s stronghold in business education.
4. The rise of fake recruiters targeting job seekers. Graduates seeking employment are falling victim to fraudulent recruitment firms that ask for upfront payment for training courses and expect them to recruit new applicants. This alarming trend is likely to increase with the widespread adoption of AI.
5. Companies reconsider their use of consultants as they face economic uncertainties. Many clients are cutting back on projects and negotiating lower fees with consulting firms. The FT reports that consultancies are already feeling the impact and may encounter further challenges in the future.
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