Why Boss Can’t Change About the Revised Work Order

Always felt you just don’t understand your boss? That’s because they don’t – and that’s especially true when it comes to flexible working.

Future Forum, a research group supported by Slack, runs quarterly “wrist”Survey of 10,000 knowledge workers along with focus groups with their bosses in six countries, including the US and UK. For the most recent return, the Pulse study focused on the implemented lockdown experiment at work at home and the slow return to the office — and it’s not surprising to find that management is more desirable. to find staff at their desks than. leave them working from home.

The study showed that executives were more than twice as likely to want to return to the office full-time — every single working day, as in “old times” —than their employees, with 44 percent of executives prefer their travel and fluorescent lighting compared to 17 percent of their staff. Some bosses are willing to provide a little flexibility, with two-thirds of executives saying they want to work in the office often or all the time.

But staff — or, as the survey identified them, “non-executive” knowledge workers — disagree. More than three-quarters (76 percent) said they want flexibility when they work from home or office, and even more, 93 percent, want flexibility in when they worked.

Why Boss Don’t Listen

What is behind this disconnection? Brian Elliot, executive leader of Future Forum and senior vice president of Slack, highlighted three major problems. First, executives were more content with the job than their employees, posting job satisfaction scores 62 percent higher than non-executive staff, Elliot said. And not surprisingly: They have better homes, better offices, and better salaries.

“Even if they work from home, executives have better resources,” he said. “They have a beautiful house with a lot of space, the ability to reach child care when the schools are closed.” And if they’re at work, he added, executives can get offices with doors closed instead open-plan hot desks, in addition to the autonomy and flexibility of their work — they are in charge, after all. “Executives have a better experience,” Elliot said.

So it’s no surprise that executives are happier in the office than some of us, but some also suffer from a broader form of confirmation bias, according to Elliot, who believes we’re just as content with some setup. This is the second problem that Elliot defines as a “focus group of one”: it’s the assumption that, because an exec may have risen through the ranks, they know what the current staff thinks, though. of the many changes that have taken place over the past decades, especially around technology and collaboration tools. “This bothers me: 66 percent of executives in our survey told us that their future work plans were made without direct input from the employees themselves,” he said.

The third problem Elliot highlights is the lack of transparency: Some of the effects of these executive assumptions diminish when bosses share their future work plans with staff and are anxious to hear their opinions. The survey showed that less than half of employees believe their bosses are transparent about future plans.

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