1 Perhaps most challenging, but with the highest payback, will be figuring out how to maximize the social connectivity that takes place in the office. 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. 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. In the digital era, the public sector often can’t compete with the generous compensation packages offered by private-sector companies, particularly when recruiting for highly skilled, in-demand professions. How do you create deep social connectivity in a distanced world where everyone wears a mask, which hides many telling facial expressions? Workplace Tools. Workplace Tools. 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. Similarly, government HR can leverage employee data to tailor acquisition, retention, training, and engagement initiatives to individual employees. Cisco got ahead of the game. This means promoting positive healthy behaviors in the remote and hybrid workplace. Boston Consulting Group partners with leaders in business and society to tackle their most important challenges and capture their greatest opportunities. For example, the US Office of Personnel Management’s Center for Leadership Development offers training for aspiring government leaders in subjects such as the fundamentals of human-centered design and resiliency 2.0, alongside more traditional leadership courses. Physical Health. From free therapy sessions to educational efforts, companies are starting to develop solutions to this challenge. 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. BCG was the pioneer in business strategy when it was founded in 1963. Governments need a major human resources overhaul. It is too soon to provide all the answers. High performers should be given opportunities to move laterally and work on new challenges in other agencies, for example. Governments should focus primarily on hiring and building expertise internally, especially in core areas such as data analytics, emerging technologies, and cybersecurity. For those working at home, how do you create the sense of a workplace. Managing Director & Senior Partner; Global Leader, People & Organization Practice; former BCG Fellow, Knowledge Business Director, People & Organization Practice. Shifts in the way we work are likely to continue as employers move a growing portion of their employees to more flexible models. In March, for example, Starbucks announced that it would provide all its US-based employees and eligible family members with 20 free therapy sessions a year, according to the Wall Street Journal. Companies have reacted swiftly to the changes. 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). While this is a subjective productivity indicator, the data is still striking. The survey, conducted in the US, Germany, and India, also shows that there is significant appetite for flexible ways of working … But while some respondents did report such a drop, a surprisingly large number said they have been able to maintain or even improve their productivity. Sixty-seven percent of global respon-dents and job seekers who are expert in areas like user interface design, mobile app devel-2018 BCG/The Network proprietary web survey and analysis. This crisis has presented a once-in-a-lifetime opportunity to reinvent the workplace. All qualified applicants will receive consideration for employment without regard to race, color, age, religion, sex, sexual orientation, gender identity / expression, national origin, protected veteran status, or any other characteristic protected under federal, state or local law, where applicable, and those with criminal histories will be considered in a manner consistent with applicable state and local laws. 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. It can be an outcome that drives productivity, value and impact by unlocking human potential and creating an organization that is resilient to risk, fit for the future and grounded in meaning for workers whose identity will drive sustained results. Today’s government leaders need to acquire new skills to meet citizens’ growing expectations and tackle complex, 21st-century challenges. Credit Suisse uses analytics to predict which employees are most likely to quit (on the basis of variables such as team size, managers’ performance ratings, and length of time in a role). It is encouraging, therefore, that managers appear receptive to flexible models. Human resources must serve as a strategic partner for public-sector leaders, one that plays a key role in helping improve overall government performance. As technology rapidly evolves, we need to have people who The desire to innovate in government can be a tough sell in a risk-averse culture driven by public scrutiny and accountability to taxpayers. 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. What 12,000 Employees Have to Say About the Future of Remote Work, This crisis has presented a once-in-a-lifetime opportunity to, designing appropriate, sustainable working models, How to Remain Remotely Agile Through COVID-19, BCG’s recent Workplace of the Future employer survey, https://business.linkedin.com/talent-solutions/blog/work-flexibility/2020/ways-you-can-make-remote-workers-feel-included. 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. Please rate on a scale of 1-4: “The advanced use of techno-logy is already a requirement, but it will become even more important in the future. While employees who are no longer commuting have more time to exercise, it is easy for them to be sedentary when working remotely. One of the few certainties coming out of COVID-19 is that it will have a lasting impact on how people work going forward. Over the last decade, globalisation and new technologies have brought tremendous change to the way we work. Several significant trends are radically transforming the way government employees carry out their daily responsibilities, including a shift toward a more digital and agile mindset in the workplace and citizens’ expectations of a seamless digital experience across government services. Employers can also consider scheduling regular meetings while out walking in order to build physical fitness into the workday. Things that might once have seemed impossible have proved surprisingly workable. One way to increase mobility is through labor-sharing platforms that allow employees to discover new government job opportunities. As they recognize the power of social connectivity at work, employers are thinking about how to replicate some of the more informal interactions that take place in physical workplaces. 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. Indian companies recognize the need for a more diverse workforce and have initiated pro-grams to drive inclusion. © Boston Consulting Group 2020. And that is not only good for business—it is good for people. This makes it even more important for governments to deliver a value proposition that satisfies the expectations of today’s workforce. One financial services company told us it believes a hybrid model (rather than 100% remote) would likely be the These AHCA/NCAL members used BCG Research to collect, calculate and download their CoreQ scores to achieve this recognition. Mental Health. 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. 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. Harvard Business School’s Project on Managing the Future of Work and BCG’s Henderson Institute, 2018. The 2018 Deloitte Millennial Survey shows that 74% of these individuals believe their organization is more innovative when it has a culture of inclusion. It sounds counterintuitive, but by 2030, many of the world's largest economies will have more jobs than adult citizens to do those jobs. But this takes time, and governments need to consider how they can gain long-term capabilities more quickly by facilitating the movement of existing staff within government and by partnering with the social and private sectors. ability to perform well in the workplace of the future. It has also created a “Random Room” on Google Hangouts where anyone can drop in, mimicking unplanned social interactions or water cooler moments.1 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. While governments may be constrained in terms of compensation and promotions, they can think creatively about recognizing and nurturing talent. For Credit Suisse, just a 1% reduction in attrition equates to $75 million to $100 million in annual savings. 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. If we could take a walk around the future workplace, what would we see? A survey in May showed that 55% of US workers want a mixture of home and office working. 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. 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. BCG: Boston Consulting Group looks at the future of Digital Factories and the future of Manufacturing Technologies The future of manufacturing is exciting. Transitioning to the future of work and the workplace Download the full survey C-suite perspectives on the future of work To better understand how executives are thinking about these changes, Deloitte (sponsored by Facebook) conducted an anonymous survey of 245 C-level executives in September 2016. These efforts continue to be scaled up. 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