Patients Prescribers Medical Representatives/ Pharmacos Pharmacy. The Singapore government launched GovTech Hive, a multidisciplinary team of data scientists, designers, and engineers, to foster a startup-like culture that delivers innovative services across government agencies. Increasing mobility across government contributes to richer career paths, greater employee engagement, and a better match between talent supply and demand. In addition, many BCG offices offer meditation sessions, online fitness classes, and health webinars. Related Expertise: This means organizations need to recruit differently than they have in the past and offer more robust opportunities for growth. And when employees are working remotely, it adds to the challenges. Companies have reacted swiftly to the changes. In the future when working in the office, employees The desire to innovate in government can be a tough sell in a risk-averse culture driven by public scrutiny and accountability to taxpayers. Investments in physical infrastructure, support (such as daycare), and digital technologies will of course be essential. To fulfill this role, HR must be equipped for effective strategic workforce planning (SWP). What’s more, this applies across geographic areas as well as to both remote employees and those who have remained mostly onsite—indicating that changes to the ways of working are having an impact across the board. Cisco got ahead of the game. Governments can A CEO’s Guide to Leading and Learning in the Digital Age in three main ways: they can build it, by developing skills internally; buy it, by hiring; or borrow it, through the use of temporary or contract employees. On collaborative tasks (including exchanges with coworkers, working in teams, and interacting with clients), the number is lower. Governments can use similar techniques to collect data and metrics across agencies and systematically measure the effectiveness of talent initiatives. These AHCA/NCAL members used BCG Research to collect, calculate and download their CoreQ scores to achieve this recognition. But the key questions and examples featured here provide a starting point for consideration so that companies can enhance productivity whenever and wherever work is happening. What digital tools do employees need in a non-office-centric workplace—particularly to support collaborative tasks? The respondents work in roles such as analysts, engineers, HR personnel, teachers, and health care providers (but generally not in jobs performed onsite such as cashiers or assembly line workers). to lose ground with every step. BCG was the pioneer in business strategy when it was founded in 1963. Many companies are experimenting with new approaches, as P&G Indian Subcontinent is doing by inviting employees to webinars with emotional well-being experts, according to a recent report from the Economic Times of India. Given the speed and scale of the pandemic-related changes and the fact that employers had no time to prepare staff for the shift to remote work, we expected to see a decline in employee productivity. Mental Health. One financial services company told us it believes a hybrid model (rather than 100% remote) would likely be the working model of choice for many of its employees, who see 100% remote work as unsustainable. Employers can also consider scheduling regular meetings while out walking in order to build physical fitness into the workday. Governments can also tap into the growing desire for purpose-driven work, an area where they have a natural advantage over the private sector—although not a mono­poly. When we looked at respondents who are dissatisfied or doing worse on at least three factors, only 16% (from a small sample size, with a confidence interval of +/- 3% at 80% confidence) said they have been able to maintain or improve productivity. Canada’s Free Agent ­Program, for example, retains high-performing staff by offering them the ability to select projects that match their interests so they can contribute in a way that’s ­personally meaningful. Boston Consulting Group is an Equal Opportunity Employer. For decades, private-sector companies have leveraged data to personalize customer offerings using a “segment of one” approach. Managing Director & Senior Partner; Global Leader, People & Organization Practice; former BCG Fellow, Knowledge Business Director, People & Organization Practice. Moreover, focusing on well-being and social connectivity will serve another important purpose: helping employees to recover faster from what, for so many people, has been a traumatic, painful, and stressful period. From free therapy sessions to educational efforts, companies are starting to develop solutions to this challenge. Although the COVID-19 pandemic has led to economic, health, and social devastation, it has also created an unprecedented opportunity: to run the world’s biggest-ever workplace experiment. Early Solutions. People Strategy, May 23, 2019  BCG’s Centre for Canada’s Future surveyed over 5,000 working Canadians on gender, LGBTQ2, racial and ethnic, Indigenous, and disability issues in the workplace.1 Respondents vary in age and seniority, live across the country and work in a range of industries and roles. One tech industry respondent said that “having a desk setup the same as the office and home with the same connectivity” is essential for him in maintaining productivity, while other respondents reported that digital applications and tools such as videoconferencing are important to maintaining their productivity levels. BCG surveyed, in collaboration with KRC Research, more than 1,500 managers and 7,500 white- and blue-collar employees across 15 European countries in a broad range of industries, and interviewed numerous European busi-ness leaders at major companies. The Singapore Administrative Service ­identifies and nurtures high-potential talent for top government posts; select employees are rotated through various agencies and assignments in preparation for assuming high-level roles. For each new challenge that arises in the remote and hybrid work world, employers will need to determine the specific tools and techniques that fit into their corporate culture and work patterns. to changing customer needs. https://business.linkedin.com/talent-solutions/blog/work-flexibility/2020/ways-you-can-make-remote-workers-feel-included. And we focused our analysis on collaborative tasks because, as our survey reveals, in this new remote or hybrid world, collaborative work seems harder and appears to generate the most concern among employers—many of whom assume teams need to meet in person to collaborate. Things that might once have seemed impossible have proved surprisingly workable. Sharing talent across public-sector agencies can also help governments build long-term capabilities. Leadership Development, WORKPLACE STRATEGY The future role of the office is the biggest question facing corporate real estate executives today. While companies are increasingly recognizing the importance of this issue, managing employee mental-health challenges—both recognizing problems and addressing them—has never been easy for companies. Harvard Business School’s Project on Managing the Future of Work and BCG’s Henderson Institute, 2018. Through these types of initiatives, government can drive the culture changes required to accommodate the changing workforce and meet today’s complex challenges. We see a number of companies coming up with creative ideas. Some challenges are more demanding than others. If we could take a walk around the future workplace, what would we see? It’s hard to overestimate the disruption to work that has taken place over the past several months. In this data-filled -- and quite charming -- talk, human resources expert Rainer Strack suggests that countries ought to look across borders for mobile and willing job seekers. Boston Consulting Group partners with leaders in business and society to tackle their most important challenges and capture their greatest opportunities. Initiatives range from helping employees to create comfortable workstations by giving them allowances for the purchase of equipment to delivering technology and office equipment to their homes and subsidizing their broadband costs. Public Sector, To access in-demand capabilities, governments can form partnerships with organizations outside the public sector. Workplace Tools. BCG’s survey shows that optimising plant processes is expected to be even more fundamental in the future, with 97% of automotive respondents acknowledging that lean management would be highly relevant in 2030, in comparison to 70% when surveyed. As described in a recent post from one of our BCG leaders, the serendipity of impromptu hallway or cafeteria-style meetings can be recreated by randomly FaceTiming team members to ask how they are doing. This highlights the importance of building time for sleep, exercise, and nutrition into the new work routines. 58 % Of the workforce expects to be working from home at least 8 days a month. BCG’s recent Workplace of the Future survey reveals that most organizations believe their future workforce will be much more remote than ever before: Overall, companies expect approximately 40% of employees to utilize a remote working model in the future. Mental Health. The authors are grateful to many people who contributed to the research, writing, and production of this report, including Gaby Barrios, Stefanie Beck, Gibson Farone-Collins, Beth Kaufman, Elizabeth Kuriakose, and Krista Ryu. This makes it even more important for governments to deliver a value proposition that satisfies the expectations of today’s workforce. A BCG analysis found that using advanced robots can reduce conversion costs by up to 15%, and combining advanced robotics with other technologies, process en - hancements, and structural layout changes can yield savings of up to 40%. And that’s important, not just for employees at home but for those onsite, where social-distancing practices and the fact that many colleagues are accessible only via video will hamper the kind of social connectivity that took place before the pandemic. February 21, 2020 – Companies may be postponing further evolution of their technology organizations, a survey finds. Five CEO Priorities To respond proactively, CEOs must under- According to the Economic Times of India, Microsoft India is bringing in experts to educate leaders and employees on the importance of mental health and well-being during these challenging times. How do you create team-level work-life balance? In our survey, we were struck to find that of respondents who are managers—and some might not expect all managers to welcome increased flexibility—most are in fact very open to this. A Decoding Global Talent 2018 of 366,000 people worldwide, conducted with the online international recruitment company The Network, found that out of 26 workplace satisfaction factors, respondents ranked “learning and training opportunities” and “career development” fourth and fifth, respectively. While employees who are no longer commuting have more time to exercise, it is easy for them to be sedentary when working remotely. The company said that its employees worked an estimated 25% of their time remotely before the pandemic, and it believes that this figure could rise to approximately 50% or more. A US Congressional Budget Office report found that from 2011 through 2015, federal workers with a professional degree or doctorate earned 24% less than their private-sector counterparts. BCG’s survey also found that employees place a high value on feeling appreciated and receiving recognition for their work— respondents ranked this among the top ten satisfaction factors globally (German work-ers ranked it number one). Companies can also try to make virtual team activities fun. Future of Work expert Dan Schawbel and Oracle's Emily He discuss. While governments face many challenges as they prepare their workforce for the future, these five fundamentals of talent management have the potential to transform the way governments function from top to bottom. Even before COVID-19, it routinely invested in setting up its TelePresence system—videoconferencing technology that makes two physically separate rooms resemble a single space—in the homes of its managers and leaders to ensure that they remain productive when working remotely and to facilitate virtual collaboration. HR leaders need to plan for the future of work, including workforce and employee planning, management, ... Nine HR trends emerge as the lasting result of workforce and workplace changes resulting from coronavirus pandemic disruption, according to a Gartner survey of 800-plus HR leaders. In the following sections, we present some of these questions, along with examples of solutions that could spark ideas. Remarkably, however, instead of finding a collapse in the functioning of business, our research reveals something few might have predicted: employees perceive that their productivity has predominantly stayed the same or even improved. Along with emphasizing this value through branding and communications, agencies can give employees more choice over how and where they contribute as public servants. Some 75% of employees said that during the first few months of the pandemic they have been able to maintain or improve productivity on their individual tasks (such as analyzing data, writing presentations, and executing administrative tasks). 26% feel challenged or unable to cope … The responses to the survey yielded unexpected insights. Employers can also make a therapist available for confidential appointments. (See The Factory of the Future, BCG Focus, December 2016.) To retain digital-age employees seeking greater autonomy and empowerment, it is particularly important for governments to create an innovative, collaborative, and agile culture. have a significant impact on their workforces. Most surprising in our analysis is the outsize impact that social connectivity has on productivity: employees who reported satisfaction with social connectivity with their colleagues are two to three times more likely to have maintained or improved their productivity on collaborative tasks than those who are dissatisfied with their connections. For many, this means embracing agile behaviors and mindsets in order to lead and empower cross-agency agile teams. Survey question: In my company, we have a clear understanding of which digital capabilities will be needed of employees in the future. Early Solutions. This means promoting positive healthy behaviors in the remote and hybrid workplace. It has also created a “Random Room” on Google Hangouts where anyone can drop in, mimicking unplanned social interactions or water cooler moments.1 This Future of Work Survey allowed us to assess how remote working has BCG India’s latest report ‘From Intention to Impact: Bridging the Diversity Gap in the Workplace’ examines the reasons for this trend and suggests how these issues can be addressed. Yet they should take heart: investing in these changes will likely pay off—and may be nothing short of essential to their competitiveness in the future. When we asked respondents about their satisfaction with tools such as videoconferencing, virtual white boards, and project management software, we found another powerful driver of productivity: employees who are satisfied with their tools are about twice as likely to have maintained or improved their productivity on collaborative tasks as those not satisfied with their tools. In Australia, a 2015 survey reported that only 34% of pub-lic servants felt their agency rewarded per- Workplace Tools. BOSTON—An international Boston Consulting Group (BCG) survey on employee sentiment reveals that productivity can be maintained surprisingly well in a virtual or hybrid work setting, according to a new BCG article, What 12,000 Employees Have to Say About the Future of Remote Work. But if, as our survey suggests, employee productivity is possible at the height of the pandemic with little to no training or preparation, some of the new ways of working could be continued in the post-COVID-19 world. While governments may be constrained in terms of compensation and promotions, they can think creatively about recognizing and nurturing talent. An impressive 79% of respondents who indicated they are satisfied or doing better on all four of these factors said they have been able to maintain or improve productivity on collaborative tasks. But the standard talent management strategy is sorely outdated. While a wholesale change of ­culture is daunting, governments can introduce new behaviors in select pockets and then embed this culture more broadly. In the US, the innovation lab of the Office of Personnel Management trains federal agencies in human-centered design, which encourages organizations to overcome difficult challenges by putting citizens at the center of their problem-solving process. One of the few certainties coming out of COVID-19 is that it will have a lasting impact on how people work going forward. They view the ideal workplace as a supportive environment that gives space to varying perspectives on a given issue. Building the Government Workforce of the Future, the culture changes required to accommodate the changing workforce, A CEO’s Guide to Leading and Learning in the Digital Age, A Blueprint for the Government of the Future, Conquering the Challenges of Agile at Scale in Government. Today’s government leaders need to acquire new skills to meet citizens’ growing expectations and tackle complex, 21st-century challenges. Combined with our findings on what drives employee productivity, this underscores the fact that listening and responding to what employees want are essential to a company’s success, including its ability to attract and retain talent. The 2018 Deloitte Millennial Survey shows that 74% of these individuals believe their organization is more innovative when it has a culture of inclusion. This response was most pronounced in the US (67%), while the figure was 50% in India. When employees are working remotely, it is hard to replicate the spontaneity of the “water cooler moment” or the camaraderie created by an impromptu lunch, a hallway conversation, or even a fire drill. Future leaders will also need to understand the potential impact of government interventions on complex, interrelated systems—and effectively collaborate across government agencies and with the private and social sectors. How do you create deep social connectivity in a distanced world where everyone wears a mask, which hides many telling facial expressions? And for those still onsite, social distancing and collaborating remotely with colleagues have transformed the workplace experience. A state government in Australia worked with a health insurer to access data and analytical talent in order to better understand which clinical practices and medical treatments provided the best long-term outcomes for patients. Notes: 82. The responses also reveal a significant shift in employee expectations for the future of work, with a keen appetite for flexible ways of working—and increased openness to this from managers. These can either be offered as benefits or be built into the workday itself. Source: Interviews with industry experts, physician survey, BCG Analysis. Over the last decade, globalisation and new technologies have brought tremendous change to the way we work. One financial services company told us it believes a hybrid model (rather than 100% remote) would likely be the working model of choice for many of its employees, who see 100% remote work as unsustainable. ability to perform well in the workplace of the future. Employers must use these tools to make it easy for employees not only to carry out their daily tasks but also to collaborate with their teams and other members of the organization—wherever they are located. https://business.linkedin.com/talent-solutions/blog/work-flexibility/2020/ways-you-can-make-remote-workers-feel-included . flexible models. (See Exhibit 1.). But even so, more than half—51%—of all respondents said they have been able to maintain or improve their productivity on collaborative tasks. Similarly, government HR can leverage employee data to tailor acquisition, retention, training, and engagement initiatives to individual employees. This means developing new hybrid working models that enable employees to move seamlessly between onsite and remote work, as well as thinking about the appropriate physical space—both size and shape—for the hybrid office. To assess employee sentiment on these changes, from the end of May through mid-June we surveyed more than 12,000 professionals employed before and during COVID-19 in the US, Germany, and India. This evolution will increase the need for employers to measure employee productivity in conjunction with employee perceptions. BCG was the pioneer in business strategy when it was founded in 1963. With collaborative productivity essential to innovation, the changes will enable companies to become more competitive. The City of Chicago teamed up with insurer Allstate to develop a data-driven model that helped health inspectors monitor food establishments, allowing them to zero in on health violations more quickly than ever before. Understanding the drivers of productivity in this new environment and designing appropriate, sustainable working models are crucial to the success of work—both today and tomorrow. One financial services company told us it believes a hybrid model (rather than 100% remote) would likely be the We found four factors that correlate with employee perceptions of their productivity on collaborative tasks, whether working remotely or onsite: social connectivity, mental health, physical health, and workplace tools. Without being able to provide access to a corporate gym, what other benefits, incentives, and structures might you put in place to encourage physical well-being? While this is a subjective productivity indicator, the data is still striking. https://www.bcg.com/.../2019/building-government-workforce-of-the-future When it comes to promoting good employee health, companies need to focus on both physical health and mental well-being. In fact, BCG’s recent Workplace of the Future employer survey found that companies expect about 40% of their employees to follow a remote-working model in the future. Governments should focus primarily on hiring and building expertise internally, especially in core areas such as data analytics, emerging technologies, and cybersecurity. Social Connectivity. However, governments often do not sufficiently invest in learning and career development opportunities. One way to increase mobility is through labor-sharing platforms that allow employees to discover new government job opportunities. While awareness of the impact of mental health on work has been increasing, the pandemic—and the stresses and anxieties it has created—underscores how critical it is for employers to recognize the links between mental health and productivity. Door of Clubs: What 5,000 Gen Z’ers Tell Us About the Future of Work It will be important to understand employee productivity as the workplace continues to evolve. Today, we help clients with total transformation—inspiring complex change, enabling organizations to grow, building competitive advantage, and driving bottom-line impact. BCG Research congratulates the 149 Skilled Nursing Facilities and Assisted Living Centers who were recognized through the 2020 AHCA/NCAL Quality Initiative Recognition Program for achievements in Customer Satisfaction!. It’s now clear that business as usual will be different in the world of work. You can also take a closer look at the views of 10,000 people in our survey findings summary. People Strategy, Given the ubiquity of digital technology in the traditional workplace, the virtual or hybrid version needs to replicate this. The objective is to direct talent toward critical projects while giving employees additional development opportunities. In fact, BCG’s recent Workplace of the Future employer survey found that companies expect about 40% of their employees to follow a remote-working model in the future. They also need to make transitions between onsite and remote work as smooth as possible, giving employees a cohesive experience that feels designed, not random, and allows them to perform at their best whether onsite or working remotely. Today’s employees expect their employers to give them an opportunity to work in flexible and collaborative ways. While there have Recreating social connectivity in virtual and hybrid settings is tough but essential. © Boston Consulting Group 2020. In a 2018 survey of 6,500 executives worldwide, conducted by BCG in partnership with Harvard Business School’s Man - aging the Future of Work initiative, roughly 40% of respondents said they expected freelance workers to account for an increased share of their organization’s work - (See Exhibit 3.) To understand why, we dug more deeply into the data. Our survey shows that only 13% of respondents greatly enjoy working with advanced technologies, and 34% are comfortable with advanced software in their workplaces. Our 'Workforce of the future' study looks at four possible Worlds of Work for 2030 to help you kick-start your thinking. And this presents both challenges and opportunities: to reimagine the entire employee experience and to create conditions that allow employees to thrive in the workplace of the future—one that will be far less office centric. © Boston Consulting Group 2020. Nonetheless, important gaps remain. By Kam Dhillon, January 11, 2018 - Future Workplace • Future Workplace 2025 • Future Workplace 2025 - Articles • Future Workplace 2025 - Resources • Research An overwhelming 92% of participants in the Workplace 2025 study in the Benelux region state that interoperability with outdated technology is a challenge to workplace productivity. Respondents told us they miss “being able to spontaneously walk to a coworker’s desk and discuss an issue” and “social gatherings at work.” It will be critical for companies to recreate this connectivity regardless of where employees are located. And that is not only good for business—it is good for people. To build the workforce of the future, they cannot afford to rely solely on the power of their societal mission; they must revisit the ways they attract, develop, and retain talent. 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