The Covid-19 pandemic and the accelerated shift towards remote working has had a radical impact on the workforce with a majority of younger workers (64%) saying that fully on-site jobs should be paid more than remote roles, a new global study conducted by BSI has found.
The study, developed in partnership with the thinktank ResPublica, comprised a survey of 4,700 people globally who started work during or since the pandemic, a series of focus groups, and an international literature review.
The research, part of BSI’s Evolving Together series, provides crucial insight into how the “hybrid generation”, lacking experience of the pre-pandemic workplace, have been shaped by these unique circumstances and how this is likely to continue to impact them and shape the future of work.
The hybrid work style is the most popular; 37% stated it as a preference compared to just 16% for fully remote. Just over a quarter (27%) of respondents wanted to be fully site based and 20% said primarily site based.
The results also emphasise the need for a consistent approach and a culture of trust. Almost half (49%) of respondents who currently work remotely or hybrid said they would seek to leave their job if they were required to work fully on-site. However, people do see the benefit of face-to-face interaction; 60% of all respondents said hybrid jobs should have prescribed ‘anchor days’ for teams to be together. Furthermore, 36% of those who currently work hybrid said they would not consider taking a job if it was fully remote.
71% said that they felt jobs requiring a full-time presence on site should offer other flexibilities, and policies like ‘core hours’ where employees are only mandated to be in during a specific time of day, with the remainder worked flexibly, or condensed/part-time.
Around two thirds (64%) of survey respondents said that they felt that jobs that require a full-time presence on-site should be paid more. However, work-life balance came out as the most important factor motivating them in professional life (49%), followed by job stability (43%) and then financial incentives (39%). This may be partly a result of the additional economic benefits that come from remote and hybrid working. 59% of people in remote or hybrid roles work more than an hour away from their office or site and say they are able to save money by not travelling into work.
The study highlighted a nuance often lacking in this conversation; while hybrid work is the preferred structure, a significant proportion (27% to 55% across countries surveyed) very much value in-person meetings and interactions. For the majority of respondents (52%), their preferred way of holding one-on-one conversations was in-person, with only 7% choosing the traditional phone call. 46% said their preferred way of meeting with three or more colleagues was in-person versus only 26% who said they preferred virtual meetings with camera on.
There were clear cultural differences in these results; only 27% of Japanese respondents preferred in-person meetings, compared with 55% in the UK. For online meetings, the Japanese have a strong preference for ‘camera-off’ (35%) compared to China (5%).
A third (34%) report that their mental health was negatively affected by remote work during the pandemic, but almost three fifths (57%) say their mental health is enhanced by a hybrid structure. More than one in five (22%) said social anxiety would impact their decision to take on a new fully on-site role. This jumps to one in four for those who already work in remote roles.
Amidst global discussion of loneliness and isolation amongst Generation Z, the cohort recognize the social benefits of the in-person workplace. Nearly three-quarters (73%) made friends in their first job, more than half (55%) found a mentor and nearly half (48%) say they engage in social activities with colleagues at least once a month, highlighting the positive impact a productive professional life can have on mental health.
Susan Taylor Martin, Chief Executive, BSI said: “We are five years on from the pandemic and organizations around the globe are still grappling with the most effective ways of working. BSI commissioned this important study to create a detailed picture of a cohort who started their careers amid significant upheaval, many of whom have never known pre-pandemic ‘typical’ working patterns. The results provide a strong counterpoint to the culture war narrative of a lazy generation; instead we have found a cohort thinking very carefully about what they want from life and work and understand the trade-offs involved.
“They are our future leaders. Organizations thinking about how to attract, retain and get the most from their talent will surely benefit from starting from a place of understanding and empathy about the circumstances that shaped their newest starters and continue to inform what they want from their careers now.”
Kate Field Global Head Human and Social Sustainability at BSI, said: “The hybrid generation has had the curtain pulled back on what work is and what it can offer them. Our survey paints a picture of a highly pragmatic cohort. They value balance, moderation and consistency and are thoughtful when it comes to prioritising their own health and wellbeing.
“Alongside the unique circumstances of the pandemic, they are also facing longer working lives and higher living costs so it is perhaps no surprise that sustainable careers – careers that serve their lives rather than the other way around – are a priority. This works for employers too, a healthy, happy workforce, inclusive of those with visible or invisible disabilities, mental health or neurodiversity needs, is a more innovative and productive workforce.”
Mark Morrin, Principal Research Consultant, ResPublica, said: “Hybrid working is not for everyone. But for the generation that entered the workforce during the pandemic the experience has been largely positive. Hybrid workers are more likely to have been promoted and more likely to have had wage increases compared to their site-based peers. But there is some indication that hybrid roles might lead to, or reinforce, a sense of isolation or lack of workplace confidence. A quarter of all those who are currently in remote or hybrid roles say that social anxiety would influence their decision to take a site-based role. This represents both opportunity and challenges for employers and policymakers in shaping the career landscape for young people and new job entrants.”
