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Returning to Office – Balancing Flexibility and Career Development for Gen Z

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(This article was first published in the Critical Path, the monthly newsletter of PMI Sydney Chapter publish in September 2024)

Flexible working arrangements have been a topic of discussion long before the COVID-19 pandemic. Initially, these arrangements were seen as perks offered by progressive companies to attract top talent and improve work-life balance. However, the onset of the pandemic in early 2020 forced organisations worldwide to adopt remote work almost overnight. This sudden shift not only proved the feasibility of remote work but also highlighted its benefits, such as increased productivity, reduced commuting time, and better work-life balance.

The Shift in Organisational Strategy

As the world gradually recovers from the pandemic, organisations are re-evaluating their work strategies. While some companies continue to embrace flexible working models, others are pushing for a return to traditional office settings. Notably, Amazon and NSW government have recently announced plans to bring employees back to the office five days a week, starting January 2025. While there are many arguments for and against this trend, it is important to consider the impact of such decisions on Gen Z employees who entered the workforce during the pandemic. After all, they are the future leaders who will rule business world in the next few years.

Amazon’s Return-to-Office Mandate

Amazon’s recent decision to require corporate employees to return to the office five days a week marks a significant shift from its current hybrid policy. CEO Andy Jassy emphasised that this change aims to strengthen team collaboration and reinforce Amazon’s culture. However, the announcement has sparked mixed reactions among employees, with some planning to “soft quit” in response. This term refers to employees disengaging from their work without formally resigning, highlighting the dissatisfaction among those who have grown accustomed to remote work. Other tech giants are rubbing their hands waiting to head-hunt the top talent expected to flee Amazon.

NSW Government’s Directive

Similarly, the NSW government has issued new guidance for public sector employees to work primarily from their offices. While flexible working arrangements will still be available, the directive encourages a return to more traditional office-based work. This move is part of an effort to revive commercial centres and improve productivity. However, it raises questions about employee morale and retention, especially for those who have adapted to the flexibility of remote work.

Trends and Future Speculations

Despite the push from some organisations to return to full-time office work, hybrid work models remain prevalent. Many companies are adopting a balanced approach, allowing employees to split their time between the office and home. This model caters to diverse employee preferences and offers the benefits of both remote and in-person work.

Employee Preferences

Surveys indicate that a significant portion of the workforce prefers hybrid or remote work arrangements. For instance, a McKinsey & Company study found that 48% of 18-to-29-year-olds favour a hybrid setup. This preference is particularly strong among Gen Z employees, who value the flexibility and work-life balance that remote work offers.

Economic Impact

The return to office work can have a positive impact on local economies by increasing foot traffic and spending in commercial areas. However, it also imposes financial burdens on employees, such as commuting costs and other office-related expenses. Balancing these economic considerations with employee preferences is a challenge that organisations must navigate.

Future Trends

Looking ahead, the future of work is likely to be characterised by a blend of remote, hybrid, and in-person models. Organisations will need to remain flexible and responsive to employee needs while ensuring productivity and collaboration. The success of these strategies will depend on industry, company culture, and the ability to adapt to changing circumstances.

Impact on Gen Z Employees

Isolation and Fatigue

Gen Z employees, particularly those who entered the workforce during the pandemic, face unique challenges with remote work. Isolation and digital fatigue are significant concerns. The lack of social interaction and continuous screen time can lead to feelings of loneliness and burnout. This social disconnection can hinder their ability to build relationships and integrate into the company culture, affecting their overall job satisfaction and productivity.

Lack of Mentorship

Mentorship is crucial for skill development and career growth. Remote work can limit opportunities for informal interactions and networking, which are often facilitated by in-person work environments. Without regular in-person interactions, Gen Z employees may miss out on valuable learning opportunities and feedback from more experienced colleagues. This can delay their career progression and reduce their competitiveness in the job market.

Career Development

The challenges of remote work, including isolation, fatigue, and lack of mentorship, can have a profound impact on the career development of Gen Z employees. Slower skill acquisition, limited professional growth, and decreased job satisfaction are potential consequences. Addressing these issues is crucial for ensuring the long-term success and satisfaction of young employees.

Recommendations for Business Leaders

To ensure that Gen Z employees are not disadvantaged by the lack of mentorship and the issues of isolation and digital fatigue, business leaders can implement several strategies:

  1. Enhanced Mentorship Programs:
    • Structured Mentorship: Establish structured mentorship programs that pair Gen Z employees with experienced mentors. Regular check-ins and goal-setting can help provide guidance and support.
    • Virtual Mentorship: Utilise virtual tools to facilitate mentorship relationships. Video calls, chat platforms, and collaborative tools can help maintain regular communication and support.
  2. Fostering Social Connections:
    • Team Building Activities: Organise virtual and in-person team-building activities to foster social connections and a sense of community.
    • Social Spaces: Create virtual social spaces where employees can interact informally, similar to water cooler conversations in an office setting.
  3. Balancing Workload and Breaks:
    • Encouraging Breaks: Encourage employees to take regular breaks to reduce digital fatigue. Implement policies that promote a healthy work-life balance.
    • Flexible Schedules: Offer flexible work schedules that allow employees to manage their time effectively and reduce burnout.
  4. Hybrid Work Models:
    • Office Days: Designate specific days for in-person work to facilitate collaboration and mentorship while allowing flexibility for remote work.
    • Feedback Mechanisms: Implement feedback mechanisms to continuously assess and improve the hybrid work model based on employee experiences and preferences.
  5. Professional Development Opportunities:
    • Training Programs: Offer training programs and workshops to help Gen Z employees develop essential skills and advance their careers.
    • Career Pathways: Provide clear career pathways and opportunities for advancement to motivate and retain young talent.

Conclusion

The decisions by Amazon and the NSW government to bring employees back to the office five days a week reflect a broader debate about the future of work. While there are valid arguments for both remote and in-person work, it is essential to consider the unique needs and challenges faced by Gen Z employees.

For Gen Z, the benefits of in-person work, such as enhanced collaboration, mentorship, and professional growth, are particularly significant. These young employees are at a critical stage in their careers, and the support and guidance provided by an office environment can be invaluable. Therefore, organisations should seriously consider the advantages of bringing employees back to the office, at least part of the time, to help Gen Z achieve effective career development.

In conclusion, while flexible working arrangements have proven their worth, in-person work has unique advantages that can’t be replicated by flexible working arrangements, particularly for the younger generation entering the workforce.

The Hidden Dangers of the Façade of Conformity

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(This article was first published in the Critical Path, the monthly newsletter of PMI Sydney Chapter publish in October 2024)

In 2015, the Volkswagen emissions scandal shocked the world when it was revealed that the company had deliberately installed software in millions of cars to cheat emissions tests. Engineers and employees knew about the illegal software but stayed silent, bowing to the pressure of achieving unrealistic goals. Similarly, in the early 2000s, Enron, one of America’s largest energy companies, collapsed after years of corporate fraud that went unchecked because employees and executives conformed to a toxic culture of high-risk, unethical decision-making. Even decades earlier, in the 1970s, Ford faced backlash over the Pinto, a car prone to exploding in rear-end collisions. Despite internal concerns over safety, the company prioritised profit over lives, with employees remaining silent in the face of management’s decisions.

These real-life examples underscore a common and often dangerous organisational issue: the facade of conformity. In environments where employees feel pressured to agree with leadership or peers, valuable ideas and warnings are often suppressed. This behaviour can have disastrous effects, from ethical violations to business collapses, and even the loss of life.

The Impact of the Façade of Conformity

When employees feel compelled to conform to the dominant view in an organisation, they may suppress their true thoughts, ideas, and concerns, leading to several harmful consequences:

  1. Stifled Innovation and Problem-Solving: Conformity can suffocate creativity. When people feel unsafe to speak up, they are less likely to offer innovative solutions or challenge flawed assumptions. In Volkswagen’s case, employees could have proposed more sustainable solutions, but instead, they complied with an unethical decision to meet management’s demands.
  2. Unethical Decision-Making: A culture of conformity can lead to unethical actions, as seen in Enron, where fraud became normalised. Employees who might have objected to fraudulent accounting practices felt pressured to align with the company’s deceptive actions.
  3. Decreased Employee Well-Being: The pressure to conform can lead to stress, dissatisfaction, and disengagement. Employees who feel unable to be themselves at work often experience decreased job satisfaction and higher burnout rates.
  4. Organisational Collapse: In extreme cases, the facade of conformity can result in an organisation’s downfall, as it did with Enron and Ford Pinto. When dissent is silenced, mistakes go uncorrected, and poor decisions compound over time, leading to irreversible damage.

How Leaders Can Eradicate the Façade of Conformity

Leaders are the key to changing this damaging behaviour. By fostering a culture of openness, trust, and psychological safety, they can ensure employees feel empowered to express their true opinions. Here are strategies for leaders to prevent conformity from taking root in their teams:

1. Foster Psychological Safety

Creating an environment where employees feel safe to share dissenting opinions is critical. Leaders must actively encourage open dialogue and ensure that all voices are heard, particularly those that might challenge the status quo. In meetings, leaders can ask for opposing viewpoints or play devil’s advocate themselves to signal that different perspectives are welcome.

Moreover, how leaders respond to feedback is essential. If a leader reacts defensively or dismissively to dissent, it can discourage others from speaking up. Constructive responses to feedback, even when it’s critical, demonstrate that openness is valued.

2. Model Authenticity and Vulnerability

Leaders set the tone for their teams. By demonstrating authenticity, leaders can show employees that it’s acceptable to be open and honest. Admitting mistakes or uncertainties is a powerful way for leaders to model vulnerability, which in turn encourages others to do the same.

At Volkswagen, for example, if leaders had acknowledged the challenges of meeting emissions standards early on, employees might have felt safer suggesting alternative solutions rather than resorting to unethical practices.

3. Reward Diverse Opinions and Constructive Dissent

To reduce conformity, leaders should publicly recognise and reward employees who bring forward diverse opinions or constructive dissent. Even when dissenting ideas aren’t implemented, acknowledging the courage to speak up reinforces that non-conformity is valued in the organisation.

Leaders can also set up systems that reward creative risk-taking. This shifts the focus from avoiding mistakes to learning and growing from them, which can break the pressure to conform in the face of uncertainty or failure.

4. Promote Inclusive Leadership

Inclusive leaders actively seek out and welcome different viewpoints, ensuring that marginalised voices aren’t left out. Diversity of thought is essential for tackling complex challenges, and leaders should go out of their way to invite input from those who might feel pressured to stay silent.

Cross-functional teams and anonymous feedback platforms can also help bring different perspectives to light, making it easier to surface new ideas and prevent groupthink.

5. Establish Anonymous Feedback Channels

In some cases, employees may fear speaking up directly. Anonymous feedback channels, such as surveys or suggestion boxes, provide an avenue for those reluctant to share their thoughts openly. Leaders can use this feedback to understand the concerns and ideas of their workforce without putting anyone at risk of reprisal.

6. Train and Empower Middle Managers

Middle managers are often the gatekeepers of corporate culture on the front lines. Leaders must train and empower managers to promote psychological safety within their teams, encouraging openness and honesty at all levels of the organisation. By ensuring that middle managers are aligned with the broader goals of openness and authenticity, organisations can avoid the disconnect that sometimes exists between leadership and employee experience.

Breaking the Silence for a Healthier Future

The facade of conformity is a silent but powerful force that can erode the integrity, innovation, and health of an organisation. Whether it’s Volkswagen’s emissions scandal, Enron’s fraudulent collapse, or Ford’s Pinto disaster, the consequences of conformity are clear: organisations that stifle dissent or encourage blind agreement ultimately suffer, often irreparably.

For leaders, the solution lies in creating environments where authenticity, openness, and psychological safety are not just encouraged but actively celebrated. By fostering cultures that reward diverse thinking and constructive debate, leaders can unlock their teams’ full potential, drive ethical decision-making, and create organisations that are more resilient and innovative.

In today’s fast-changing world, the organisations that will thrive are those where employees feel empowered to speak up and contribute without fear. The façade of conformity must be dismantled for organisations to reach new heights of success—ethically, creatively, and sustainably