We found a significant amount of overlap in most of the content, and a few ideas that are original and deserve more consideration. Below, we summarize the findings. Together, these ideas can help your team prepare for an uncertain future, pushing us closer to an answer of what work will look like in the future.<\/p>\r\n\r\n\r\n\r\n
The future of work after Covid-19<\/strong><\/h2>\r\n\r\n\r\n\r\nWhere we work will change<\/h3>\r\n\r\n\r\n\r\n
Surveys done since the start of the pandemic show that\u00a075% of remote workers<\/a>\u00a0want their employer to provide flexibility of work location after the pandemic ends. The future of work articles reflect this reality, with almost all assuming that where we work and what our offices look like will change.<\/p>\r\n\r\n\r\n\r\nBCG offers several models for what\u00a0flexibility companies might offer<\/a>, including three hybrid models that give workers time at home with frequent or occasional trips to the office for collaborative work or meetings.\u00a0\u00a0<\/p>\r\n\r\n\r\n\r\nThis will require thinking about work\u2019s physical location differently. Cushman & Wakefield imagines a\u00a0total workplace ecosystem<\/a>\u00a0that evolves for convenience, functionality, and wellbeing. Others prioritize\u00a0workflow<\/a>, or see offices as the place where \u201cbursty<\/a>\u201d collaboration can occur.\u00a0<\/p>\r\n\r\n\r\n\r\nAll this implies that most of our teams will be at least somewhat virtual. For more on creating\u00a0high-performing, high-engagement virtual teams<\/a>, we recommend this eBook, which compiles evidence-based research into effective virtual teams.<\/p>\r\n\r\n\r\n\r\nWith work-from-home becoming the new norm for many people, what we want out of our homes may also change. Cognizant imagines\u00a0home offices rising in importance<\/a>\u00a0for real estate listings.\u00a0<\/p>\r\n\r\n\r\n\r\n\r\n![\"Future](\"https:\/\/www.experfy.com\/blog\/wp-content\/uploads\/2021\/05\/960x0-12.jpg\")
\r\nDigital security becomes more complex as teams disperse to more locations.\u00a0GETTY<\/small><\/figcaption>\r\n<\/figure>\r\n<\/div>\r\n\r\n\r\n\r\nPost-Covid, Safety and security will rise in importance<\/strong><\/h3>\r\n\r\n\r\n\r\nWhen we are at the office, our physical space will have to change. Because we don\u2019t expect the risk of the coronavirus, or future pandemics, to be fully eliminated, cleaning and sanitization will increase in importance. A fellow Forbes author outlines\u00a0simple changes that can be expected<\/a>, like requiring temperature checks and masks, and eliminating food buffets and salad bars. Workstations may be spaced further apart, communal work areas reduced, and more touch-free or contactless amenities provided, says\u00a0Training Industry<\/a>.<\/p>\r\n\r\n\r\n\r\nThose steps may protect team members from passing infections, but other forms of safety and security will also be increasingly important. Many\u00a0businesses lacked adequate business continuity and disaster readiness plans<\/a>\u00a0when lockdown orders were put into place. In the future, businesses will have to develop more robust plans for unprecedented circumstances. Additionally, more employees logging in from more locations will\u00a0increase cyber-security risks<\/a>, requiring more attention to prevent challenges.\u00a0\u00a0<\/p>\r\n\r\n\r\n\r\nBusiness processes will have to adapt<\/strong><\/p>\r\n\r\n\r\n\r\nPreviously, people hired to work remotely often still participated in hiring, onboarding, and training through in-person events. In the future, this may not be possible or desirable.<\/p>\r\n\r\n\r\n\r\n
A fully remote hiring process offers one clear benefit: recruitment can be expanded, possibly enabling\u00a0the hiring of a more diverse workforce<\/a>, since location won\u2019t limit employment. Once hired, onboarding and training will have to be simpler in the future, say some sources. \u201cVideo coffee,\u201d online mentoring, and other one-on-one meetings will\u00a0create important interpersonal connections<\/a>.<\/p>\r\n\r\n\r\n\r\nAs the nature and tasks of work change,\u00a0reskilling<\/a>\u00a0will become an important priority. Additionally, leaders will have to ask how to help\u00a0keep human connection a priority<\/a>\u00a0in an increasingly digital workplace. Others anticipate\u00a0an increase in contingent or \u201cgig\u201d workers<\/a>, requiring organizations to consider what policies they need to create mutually-beneficial relationships with these individuals.<\/p>\r\n\r\n\r\n\r\nHow well organizations adapt their business processes will\u00a0shape their future reputations<\/a>, which will influence their ability to hire strong candidates in the future. Accenture found that\u00a045% of employees rate their employers\u2019 response to the pandemic as neutral or negative<\/a>, warning that these employers risk reputational damage. \u00a0<\/p>\r\n\r\n\r\n\r\nNew jobs and job functions will appear post-pandemic<\/strong><\/h3>\r\n\r\n\r\n\r\n\u201cCOVID-19 put the\u00a0spotlight on the CHRO and the HR organization<\/a>, just as the 2008\u20132009 recession did for the CFO and finance function,\u201d says Deloitte, an expansion of responsibilities they expect to continue. Adaptation will also create new employment opportunities including new roles, like\u00a0Chief Remote Work Officer<\/a>.\u00a0Gartner\u2019s future of work article<\/a>\u00a0provides additional insights into new jobs, functions, and HR-perspectives that will rise in relevance in the coming years. As a caution,\u00a0The Economist<\/a>\u00a0points out that just as the rise of the gig economy prompted new legal questions, so will the rise of work-from-home.<\/p>\r\n\r\n\r\n\r\nSo what does all this mean?<\/strong><\/p>\r\n\r\n\r\n\r\nAs one article we reviewed quipped,\u00a0the future of work has arrived sooner than anticipated<\/a>. What does it mean for business leaders struggling to keep up with the rapid transitions? After reading over 40 future of work articles, here is our conclusion: while each business and industry will have to figure out the specifics for themselves, there is no doubt that the future of work will be more virtual, flexible, and concerned with safety; employers will need to develop new strategies for keeping people connected<\/a>, healthy, and engaged; and members of the workforce will need to be ready to reskill, strengthen their relational networks, and remain fluent with evolving technology.<\/p>\r\n\r\n\r\n\r\n
BCG offers several models for what\u00a0flexibility companies might offer<\/a>, including three hybrid models that give workers time at home with frequent or occasional trips to the office for collaborative work or meetings.\u00a0\u00a0<\/p>\r\n\r\n\r\n\r\n This will require thinking about work\u2019s physical location differently. Cushman & Wakefield imagines a\u00a0total workplace ecosystem<\/a>\u00a0that evolves for convenience, functionality, and wellbeing. Others prioritize\u00a0workflow<\/a>, or see offices as the place where \u201cbursty<\/a>\u201d collaboration can occur.\u00a0<\/p>\r\n\r\n\r\n\r\n All this implies that most of our teams will be at least somewhat virtual. For more on creating\u00a0high-performing, high-engagement virtual teams<\/a>, we recommend this eBook, which compiles evidence-based research into effective virtual teams.<\/p>\r\n\r\n\r\n\r\n With work-from-home becoming the new norm for many people, what we want out of our homes may also change. Cognizant imagines\u00a0home offices rising in importance<\/a>\u00a0for real estate listings.\u00a0<\/p>\r\n\r\n\r\n\r\n When we are at the office, our physical space will have to change. Because we don\u2019t expect the risk of the coronavirus, or future pandemics, to be fully eliminated, cleaning and sanitization will increase in importance. A fellow Forbes author outlines\u00a0simple changes that can be expected<\/a>, like requiring temperature checks and masks, and eliminating food buffets and salad bars. Workstations may be spaced further apart, communal work areas reduced, and more touch-free or contactless amenities provided, says\u00a0Training Industry<\/a>.<\/p>\r\n\r\n\r\n\r\n Those steps may protect team members from passing infections, but other forms of safety and security will also be increasingly important. Many\u00a0businesses lacked adequate business continuity and disaster readiness plans<\/a>\u00a0when lockdown orders were put into place. In the future, businesses will have to develop more robust plans for unprecedented circumstances. Additionally, more employees logging in from more locations will\u00a0increase cyber-security risks<\/a>, requiring more attention to prevent challenges.\u00a0\u00a0<\/p>\r\n\r\n\r\n\r\n Business processes will have to adapt<\/strong><\/p>\r\n\r\n\r\n\r\n Previously, people hired to work remotely often still participated in hiring, onboarding, and training through in-person events. In the future, this may not be possible or desirable.<\/p>\r\n\r\n\r\n\r\n A fully remote hiring process offers one clear benefit: recruitment can be expanded, possibly enabling\u00a0the hiring of a more diverse workforce<\/a>, since location won\u2019t limit employment. Once hired, onboarding and training will have to be simpler in the future, say some sources. \u201cVideo coffee,\u201d online mentoring, and other one-on-one meetings will\u00a0create important interpersonal connections<\/a>.<\/p>\r\n\r\n\r\n\r\n As the nature and tasks of work change,\u00a0reskilling<\/a>\u00a0will become an important priority. Additionally, leaders will have to ask how to help\u00a0keep human connection a priority<\/a>\u00a0in an increasingly digital workplace. Others anticipate\u00a0an increase in contingent or \u201cgig\u201d workers<\/a>, requiring organizations to consider what policies they need to create mutually-beneficial relationships with these individuals.<\/p>\r\n\r\n\r\n\r\n How well organizations adapt their business processes will\u00a0shape their future reputations<\/a>, which will influence their ability to hire strong candidates in the future. Accenture found that\u00a045% of employees rate their employers\u2019 response to the pandemic as neutral or negative<\/a>, warning that these employers risk reputational damage. \u00a0<\/p>\r\n\r\n\r\n\r\n \u201cCOVID-19 put the\u00a0spotlight on the CHRO and the HR organization<\/a>, just as the 2008\u20132009 recession did for the CFO and finance function,\u201d says Deloitte, an expansion of responsibilities they expect to continue. Adaptation will also create new employment opportunities including new roles, like\u00a0Chief Remote Work Officer<\/a>.\u00a0Gartner\u2019s future of work article<\/a>\u00a0provides additional insights into new jobs, functions, and HR-perspectives that will rise in relevance in the coming years. As a caution,\u00a0The Economist<\/a>\u00a0points out that just as the rise of the gig economy prompted new legal questions, so will the rise of work-from-home.<\/p>\r\n\r\n\r\n\r\n So what does all this mean?<\/strong><\/p>\r\n\r\n\r\n\r\n As one article we reviewed quipped,\u00a0the future of work has arrived sooner than anticipated<\/a>. What does it mean for business leaders struggling to keep up with the rapid transitions? After reading over 40 future of work articles, here is our conclusion: while each business and industry will have to figure out the specifics for themselves, there is no doubt that the future of work will be more virtual, flexible, and concerned with safety; employers will need to develop new strategies for keeping people connected<\/a>, healthy, and engaged; and members of the workforce will need to be ready to reskill, strengthen their relational networks, and remain fluent with evolving technology.<\/p>\r\n\r\n\r\n\r\n\r\nPost-Covid, Safety and security will rise in importance<\/strong><\/h3>\r\n\r\n\r\n\r\n
New jobs and job functions will appear post-pandemic<\/strong><\/h3>\r\n\r\n\r\n\r\n
![\"\"](\"https:\/\/www.experfy.com\/blog\/wp-content\/uploads\/2020\/11\/Amber-A.-Johnson-Ph.D.-2.jpg\")
<\/figure>\r\n