“If the manager says, ‘I need five people in every day,’ then that’s the team you join and that’s what you sign up to.” “A tool I have is, we are hybrid, and I push the decision making down to the management level,” said Magic Leap CEO Peggy Johnson. Tech firms, in particular, have a delicate dance as the industry continues to prize flexibility and the war for talent is fierce because of the high salaries offered by giants like Apple and Google. And in a tight labor market with the unemployment rate hovering just a sliver above the lowest it has been since 1969, employers don’t want to scare off talent by being too restrictive. The delicate dance of knowing how far to push colleagues to return to work reflects research that shows that after compensation, work flexibility is the second-most important priority for workers. And workers don’t seem to mind, as the company’s attrition rate is in the mid-single digits. “Because we are so much of a service business, we had to keep the hospitals running, all the condos and apartments and their elevators running,” said Marks. Fewer than 500 of the company’s 69,000-person workforce is remote. The elevator and escalator manufacturer’s team has a lot of frontline essential workers who remained active throughout the COVID-19 pandemic. Unlike most, Judy Marks, CEO and president of Otis Worldwide, hasn’t had much of an issue getting workers back to the office. “Being very purpose led, and very focused on the greater good, is what we are working toward.” “I believe companies play a role here in being a community that draws people out of isolation,” said Meister. In May, the surgeon general raised the alarm about an increased sense of loneliness in the population, which affects mental, physical, and societal health. Meister expressed some concern about studies that show that health outcomes have dipped since the pandemic. Wilmington Trust operates on a hybrid model of office work three days a week. “We really pay attention to subpopulations and try, whenever possible, to balance flexibility and the need to be in the office,” said Meister. But employees who are parents prize flexibility over career advancement, especially in homes where both parents work. Younger workers are more likely to want to come to the office, to learn how to handle clients and pick up other critical career skills from more senior colleagues. “People start seeing each other not based on output, but based on when they are there.”ĭoris Meister, CEO and chairman of Wilmington Trust, said she sees a generational split in the desire to return to the office. “There is quite a bit of tension in having different rules for different people,” said Eli Lilly chair and CEO David Ricks. Shift workers in manufacturing may have different expectations versus employees in the lab. Workers in China and Japan go into the office every day, as there isn’t much of a work-from-home culture in those countries, but workers in the Bay Area aren’t so keen to go to the office. Chief executive officers who assembled for a Fortune virtual conversation that centered on building resilience in an uncertain labor market spent a large portion of the discussion focused on hybrid work and how they are aiming to coax their colleagues-yet again after many failed attempts-to come into the office more regularly.Īt pharmaceutical giant Eli Lilly, the challenge has been how the company can create a sense of fairness when expectations vary so greatly across the company.
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