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Imagine a world where you wake up every morning knowing that your work schedule fits perfectly into your life rhythm. This is not a distant utopia, but a practical reality that is within your grasp.

Recent surveys from the Boston Consulting Group and Gallup point to a profound insight: When teams have a say in their hybrid work policies, employee satisfaction and engagement skyrocket.

Choice is key to engagement in hybrid work

The Boston Consulting Group report reveals a critical discrepancy in many organizations and points to a significant problem in the modern workplace. A staggering 62 percent of employees feel they are not given a voice in their work model policies, indicating a significant lack of agency. This is not just a minor inconvenience, but a major source of dissatisfaction that has a major impact on employee morale and engagement.

The data reveals a significant discrepancy: 24 percent of employees are unhappy when their work location is determined by the company, as opposed to 14 percent when the manager decides, and only 6 percent when teams can make the decision. This contrast is not just a set of numbers, but reflects a fundamental truth about human psychology in the workplace. Proximity to the decision-making process is strongly correlated with satisfaction, suggesting that employees value the feeling of control over their work environment.

The COVID-19 pandemic has dramatically changed the world of work, turning teleworking from an exception to a normative model. This shift is not just a logistical change; it is a transformation that challenges traditional notions of work and management.

In this new era, leaders must recognize the symbolic importance of flexible work policies. These decisions reflect the company’s core values, particularly its commitment to trust and accountability. In a work culture where decisions are often enforced without considering individual needs, engagement and productivity are likely to falter. However, when employees are involved in the decision-making process, it not only increases their satisfaction, but also reflects a company culture that values ​​its workforce as important stakeholders.

The implications of these findings are profound, especially when considering the current and future job market. According to the Boston Consulting Group survey, an overwhelming majority of respondents – nine out of ten – consider flexible working options a deciding factor in their job selection. This statistic is a clear indicator of the changing priorities in the job market.

In addition, the survey sheds light on a worrying trend for employers: dissatisfaction with working models significantly increases the likelihood of employees leaving their jobs. Those who are dissatisfied with their flexible working options are more than 2.5 times more likely to consider quitting within the next year. This data isn’t just a cautionary tale; it’s a wake-up call for companies to rethink their approach to working flexibility.

The power of engagement in hybrid work

Gallup’s research provides important insights into the dynamics of employee engagement in the context of hybrid work models. Its findings serve as an important complement to previous accounts of employee satisfaction and decision making.

According to Gallup, engagement reaches an impressive high of 46 percent when teams are collaboratively involved in setting their hybrid work schedules. This statistic provides important insight into employee morale and productivity. When individuals have a say in their work schedules, they feel more valued and empowered, leading to higher levels of engagement.

The difference in the level of engagement becomes even more apparent when compared to other decision-making models. For example, when individuals make these decisions independently, the engagement rate is 41 percent. While this is still a commendable number, it falls short of the engagement achieved through collective decision-making.

The most striking contrast is seen when senior leadership mandates hybrid work schedules, resulting in a significantly lower engagement rate of 34 percent. This sharp decline underscores a fundamental truth about the modern workforce: Employees crave not only flexibility, but also shared decision-making. They want a work environment where their voices are heard and their preferences are considered.

This desire for control and collaboration goes beyond mere scheduling preferences. As mentioned above, the Gallup study suggests that a large majority of employees who can work remotely prefer some level of flexibility when working remotely. This overwhelming majority underscores the fact that remote work, once considered an exception, has now widely become an expectation in the modern workplace.

The majority of these employees prefer a hybrid model that combines the benefits of remote and office work. This apparent preference for hybrid work highlights a desire for a balanced approach that offers the autonomy of remote work while maintaining the structure and community of in-office interactions.

The impact of these preferences is profound, especially when it comes to employee retention. Gallup’s findings show that three in 10 hybrid employees are likely to leave their company if they are not offered at least some degree of remote work flexibility.

In the current job market, where talent retention is more important than ever, remote work flexibility is not just an advantage, but a strategic necessity. Companies that do not adapt to these changing preferences risk losing valuable talent.

Take Atlassian, for example. They give their teams flexibility in when they come into the office. According to their own surveys, 92 percent of employees say their flexible, distributed work policy allows them to do their best work, and 91 percent say it’s a key reason they stay at Atlassian.

Teams generally meet in the office every few months and focus on activities that build social cohesion. Atlassian reports that such in-person gatherings increase the feeling of connection between team members by 27 percent. This boost lasts for 4 to 5 months, with the biggest boost seen in new hires.

Diploma

The path to a happier and more engaged workforce in the age of hybrid work is clear. Give teams the reins to determine their work policies. This approach isn’t just about keeping employees happy; it’s a strategic imperative. In a world where talent is the most valuable currency, companies that empower their employees will thrive. The choice is yours: stick with outdated models or embrace a future where your team’s happiness and engagement are the cornerstones of your success.

A version of this post also appears on disasteravoidanceexperts.com.