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“Culture” is a Foundational Element of the Future of Work

Business Leadership by Christopher J. Dwyer on

Around a decade ago, a firm I worked for brought in a foosball table to adorn an open space on one side of the office. On my infrequent trips to the company’s HQ (I spent the majority of my time working remotely), I was always encouraged by the hollers, laughs, and general positive vibes from the sales execs and research personnel engaged in competitive foosball tourneys.

I firmly remember interviewing a potential editorial candidate while one such tournament was occurring. “Seems like a fun place to work,” she noted as she looked past the conference room window at the smiles and laughs of my team members. “Sure is,” I said, before moving onto the next stage of the interview.

Ten years ago, a foosball table was enough to reflect a positive work culture to a potential employee. Today, it wouldn’t even come close to cutting it.

“Culture” must be considered a foundational element of the Future of Work movement, with business leaders doing all that they can to ensure that the enterprise comes across as being inclusive, positive, engaging, and a “destination workplace” that is alluring to candidates. “The Great Resignation,” as much as we may loathe the phrase, is a real and viable force that is actively pushing organizations to reimagine their talent acquisition strategies.

Even though culture was important before and during the pandemic, it takes on a different meaning today, considering that: 1) with the Omicron surge beginning to subside, business leaders are finally going to structure more in-office days for its workforce, 2) millions of workers, part of the “Talent Revolution,” are seeking more than just better compensation if they are going to return to work in 2022, and, 3) the harsh reality of talent retention today is this: it’s going to take a lot more for businesses to hang onto its top-tier talent throughout the coming months.

The following elements of culture prove why it’s such a critical piece of the Future of Work puzzle:

  • A company’s business culture is inevitably linked to the company’s brand. Company brand has often been more associated with finding and engaging talent, however, what many leaders forget is that “culture” and “brand” are symbiotically linked in a very profound manner. Is the company culture known for advancement opportunities, an inclusive attitude, and consistent engagement between leaders and workers? These are incredibly crucial aspects that traverse from culture into brand, with workers understand that if these attributes don’t line up, it won’t be worth their time and energy to apply for an open position. Poor business culture can weigh down how the enterprise “looks” from an external perspective; today, that can be crippling in the wake of The Great Resignation.
  • The proliferation of remote and hybrid work means workplace culture is more important, not less. Business leaders have to understand that it’s not March 2020 anymore. Remote and hybrid work are not reactive strategies, but rather foundational approaches for optimizing how work is done. Therefore, these leaders must translate in-office culture and its benefits to those working tens or hundreds of miles away. Remote workers don’t require annoying oversight, but rather empathetic and role-based support in order to thrive in digital working conditions. There’s a major difference between a robotic, “going-through-the-motions” 1:1 video call and a discussion on how a professional can grow, thrive, and succeed. If all business leaders adopted this approach, there would be less of a hesitancy to adopt fully-remote or heavy-hybrid models.
  • Overall enterprise vision is a pure reflection of its overall culture. This doesn’t just mean “make lots of money,” but rather the purpose of the overall organization and what it wants to prove, provide, and produce for the global market. Business leaders that truly want to change their industries begin that journey within, choosing to formulate management styles that are inclusive, empathetic, and promote innovation within the workforce ranks. Want to change the world? It starts with internal business culture.
  • The old adage of “experience first” is still quite applicable. The talent experience is still paramount in today’s hyper-competitive labor market. Everything from the tactical aspects of talent acquisition, such as interviewing, onboarding, etc., and the more strategic elements, like communication and collaboration, goes a long in fostering a workplace culture that is positive and engaging for candidates as they embark on their journeys.
  • Culture is now naturally aligned with the way(s) work gets done. This is perhaps the most powerful attribute of “culture” in today’s business landscape. Workers crave an environment that aligns with their purpose, their goals, their energy, their attitude, their believes, their values, and their journeys. They are going to give as much as they can if an employer can meet most or all of those elements. Business culture permeates across functions, units, leaders, and its workforce; if enterprises are keen on thriving in 2022, they will understand that the very ways they get work done are directly aligned with the overall culture of its workplace.
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The Permanence of Workplace and Workforce Transformation

Business LeadershipGeneral InsightsHRTalentTalent Acquisition by Christopher J. Dwyer on

Around this time last year, there was a spirit of optimism that had been missing for over six months. The waning weeks of 2020’s winter brought disruption like never before, with the spring months forever etched into our minds as a period of uncertainty, fear, and anxiety. The summer of 2020 brought a sliver of hope that coronavirus cases would recede in anticipation of a better fall. We unfortunately know how the story goes from there: inching cases from September through the end of November brought one of the globe biggest’s winter surge before millions of COVID vaccines were administered through the late weeks of winter 2021 and through the spring. And yes, now we’re living a Delta variant world, but there’s at least some science-led expectancy that its enhanced transmissibility will result in a shorter surge than the ones earlier in the year.

If we look back to last summer, though, for just a moment, there was an aura of variability that sparked a temporary wave of thinking in how businesses managed their workforce and structured their workplace environments. “At some point, hopefully soon, we’ll get back to normal.” We’ve been saying it for months since then, hoping that there will be some sort of signal that it’s okay to get back to full office, cluttered highways, and crowded meeting rooms. Maybe there’ll be a point in time when those carefree, pre-pandemic days will once again be a steadfast reality, right?

Wrong.

If there’s anything that we should be discussing now, it’s the permanence of transformation. The pandemic left an indelible mark on how we get work done, from the way we engage talent to the means of aligning skillsets with specific roles and projects. In our personal worlds, we think, act, and move differently. Even those of us who are vaccinated routinely wear masks in grocery stores and other crowded areas. While there will absolutely be a day that we can battle COVID as an endemic piece of our seasonal virus gauntlet (much like the flu or the common cold), the truth is that we are all different from the collective experience of the past 18 months, which will soon be “the past two years” and then the “past 36 months.” We’re looking at a future of on-and-off mask mandates, vaccine boosters, and “embers” of hotspots where inoculation is low. We’re standing up against a continued fight against a “goldilocks” of a virus that will be with us forever.

That modicum of permanence, that we’ve been fundamentally changed…why can’t we accept that in how we conduct business? Do we really think that there will be a day sometime soon when we throw out all of the productivity gains we’ve seen from a shift to remote work? What about the realization that businesses can effectively engage top-tier talent no matter the location? And is there a point in time when enterprises suddenly stop relying on the extended workforce?

Well, no, of course not. Which means that the evolution we’ve collectively experienced as business professionals over the past 18 months is permanent, a series of uniform changes to how we think about talent and how we think about how work gets done. Consider that:

  • Nearly half (47%) of the total workforce is considered “non-employee,” another sharp increase from the year before and likely a result of the workforce agility gained from tapping into this on-demand, top-tier talent.
  • 75% of businesses state that the pandemic forced them to reimagine how they apply skillsets to projects and how they structure their workforce.
  • 70% of enterprises believe that the extended workforce effectively allowed them to be more adaptive during the challenging times of 2020.
  • 82% of businesses expect worker flexibility and related issues (such as empathy) to permanently transform how work is done.

Look at how fast the past year-and-a-half went by and the major talent/work shifts during that time period: remote and hybrid work as fundamental layers of survival, executive leaders managing with empathy and flexibility, the agile workforce becoming even more of a tool for thriving in changing times, etc. Change can be relative in most cases, but today, it is certainly not. We’ve all collectively experienced change in our personal and professional lives, and now the permanence of workforce and workplace transformation needs to be embraced as the current and future state of work. Businesses that don’t adapt and don’t buy into the foundational revolution of change will not only be left behind, but may find themselves never being able to catch up. Everything that’s happened in the greater world of work and talent, be it the viability of hybrid work or the massive shift to worker flexibility, is part of a permanent fixture of change and progression.

Workers understand what’s at stake and it’s the main reason why resignations are at an all-time high in the scope of business history. Worker experience (what we call the “talent experience” here at FOWX) is paramount for career development and work/life balance. Flexibility has cascaded down into the very fabric of the workforce and will forever become a crucial piece of the overall talent experience.

Given the uptick in extended talent utilization, the workforce has changed. Given the uptick in remote and hybrid work, the workplace has changed. Given the requirements and criticality of flexibility and the employee experience, the worker has changed. Permanently.

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Even in a Remote World, Workplace Culture is More Important Than Ever

Business LeadershipTalent by Christopher J. Dwyer on

Many friends and family, upon hearing about my remote work habits, may not understand how I can be so productive. There’s often music playing in the background, or, sometimes, like this week, television simulcasts of popular sports radio shows. The truth is this: background noise isn’t just noise but serves a sometimes-interesting link between our business world and other arenas. Today’s article, in fact, was sparked by overhearing a sports radio show that was, up until that point, serving as a mere backdrop to pouring over new research data.

Last week, sports radio icon Colin Cowherd, on his daily “The Herd” show (simulcast on Fox Sports One), brought in legendary NFL wide receiver Greg Jennings (former standout wideout for the Green Bay Packers and Minnesota Vikings) to talk about the cultural fit between high-paid free agent players and their respective new franchises.

Cowherd brought up several examples of unique team culture, such as Green Bay’s “lunch pail” mindset of “show up everyday and work hard” to my hometown New England Patriots’ mantra of “do your job.” Jennings, a Super Bowl-winning wide receiver when he was with the Packers in 2010, signed a big money deal with division rivals (Minnesota Vikings) in early 2013. Cowherd pressed him on the balance between being a big-name, highly-paid free agent star and adapting to a new team’s overall culture.

Jennings’ response echoed the same sentiments as many of us in the business world feel when it comes to talent and culture: it doesn’t matter the depth of a player’s skillset nor their pedigree or experience; if the culture isn’t a proper fit, the player will not be productive. No, we need not traverse through the very, very long lists of sports free agents who were hailed as franchise saviors and ended up hurting their teams more than helping.

It is quite true that workplace culture plays a pivotal role in the ultimate success of a new worker or candidate. In-person onboarding, frequent chats with cubicle mates, and proximity collaboration around the water cooler or in the office kitchen are all very valuable elements in indoctrinating a candidate to an organization’s workplace environment and culture. Even though an anticipated “fourth wave” of COVID-19 cases is predicted for the spring, there seems to be a heavy balance between businesses that are slowly welcoming workers back to the office and those that continue to offer a fully-remote workplace structure.

If there’s one thing that we’ve learned over the course of the past year, it’s that workplace culture permeates within even those organizations that maintain a work-from-home environment. In fact, we could even argue that culture is more important than ever given the unique circumstances of today’s work setups, the majority of which are following a remote-lead environment:

  • Businesses that promote diversity, equity, and inclusion are more apt to drive true innovation…even remotely. DE&I initiatives aren’t just limited to supplier diversity, but rather a larger movement that pushes for equity across the entirety of the talent supply chain. Businesses must spark innovation across all functions and roles, and the only way to do that is by instituting boundaryless structures that are inclusive and open to voices of all genders, cultures, and backgrounds. The deepest talent pool is a diverse talent pool…and because we are (mostly) working remotely today, that shouldn’t change a bit.
  • The “moments” that we relied on in-person, even transferred to video- and conferencing-led collaboration, are still critically important. Imagine being a new worker (FTE or contractor) at a new organization during pre-pandemic times. You’d wander the halls, the kitchen, the break rooms, the conference rooms, etc. and run into a variety of voices, with each positive interaction, be it a smile or some words of encouragement, helping you feel more comfortable with your role in the organization. It is critically important that businesses push a culture of openness regardless of it is in-person or via a remote infrastructure. Even the best and brightest workers can feel their productivity drain if they don’t feel like they’re a valued player on the team. Fostering a culture of connection, communication, and collaboration is the key.
  • Culture permeates along the lines of every facet of management, so, leaders take note. As I noted much earlier in this article, culture in sports boils down to a teamwide “feeling” that is experienced across the board. Some teams have their own unique spirit that players either buy into…or not. This is why it is so crucial for business leaders, no matter their functional role, to promote a positive “talent experience” for all of their workers (both FTEs and non-employees). The further on down the line that culture and positivity is experienced, the better off the business will be. And, that shouldn’t be paused because of a remote work environment. An enterprise’s workers are essentially its brand ambassadors. Just like a major sports team doesn’t want a current or ex-player complaining about a toxic environment, not does a business when it pertains to the overall level of employee experience and engagement of its workforce.
  • The adoption of work models that promote productivity, growth, and balance will be the ones that are ideal in a remote environment. Business leaders must be flexible in how they push their workers to be productive; work/life balance has never been more complicated than it was over the past year. It is important for executives to create an environment, even in a remote setting, in which their workers feel like they are enabled to take the personal time they need while also having the space, equipment, and communication necessary to get work done. Similarly, there must be opportunities for growth. Just because traditional performance reviews have been on pause does not mean that hardworking individuals shouldn’t have a clear path to the next steps ahead. Self-directed learning, reskilling, and upskilling should all be critical elements of the remote workplace handbook.
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The Workplace of the (Near) Future

Business LeadershipTalent by Christopher J. Dwyer on

During the course of my professional career, I’ve worked in both remote/virtual and traditional office environments. I’ve spent time in seemingly-endless conference room meetings and hours-long conference calls. Water cooler talk about Game of Thrones, office kitchen conversations about whether the Patriots were still a dynasty, and mid-hallway “hellos” to peers were all typical parts of my work days over the past two decades, as have been writing research at 2:00am, whiteboarding ideas at my home office, and silently hoping that the dog wouldn’t bark at the UPS driver while I was on a webinar.

In short: I’m one of many business professionals that understands and respects the many forms of workplace structure, be it traditional office settings or fully-remote, home-office-led environments.

Several months into a pandemic and a cursory scroll through a LinkedIn news feed will uncover swaths of articles and how-to guides on being productive while working from home and the best ways to effectively manage a newly-remote team (Ardent, of course, is no stranger to contributing to these displays of thought leadership).

Based on over 15 years of covering, research, and analyzing how businesses engage, acquire, and manage their talent and how that talent addresses how work is done, I’ve come to a stark conclusion about the “office vs. remote” debate that has now been raging for weeks and months.

The workplace of the (near) future needs both structures to truly thrive.

In essence, the workplace of the future blends the core benefits of an in-person model with the flexibility enhancements and productivity gains of the remote environment. Today, obviously, it isn’t the safest bet to bring back any more than 25% (or less) of a workforce to traditional office environments given health and safety concerns and out of respect for social distancing guidelines. Businesses that can continue to drive productivity from a remote workforce must do so until the pandemic begins to fade. In the greater discussion of how to approach the future workplace given what we have experienced and will continue to experience in business over the next several months, however, there is inherent worth in balancing a hybrid workplace structure to drive the most value from both traditional and remote setups:

  • Bi-weekly or monthly team meetings are often catalysts for new and innovative ideas. A research organization like Ardent Partners is heavily reliant on my team and I hunkering down to develop, organize, and write research and content, sometimes without meeting in-person for a week or two at a time. The pandemic’s forced remote work structure has resulted in many business leaders struggling to recreate “proximity collaboration” that only happens in-person and losing the “spark” of a room filled with eager voices, something I often crave after two consecutive weeks of home office work. Hybrid work structures should require some frequency of in-person team meetings to capture those new and innovative ideas and ensure that collaboration between leaders, workers, and stakeholders can drive fresh concepts.
  • Workers are human, and, rightfully so, crave human connection. Today, we are ensconced in video meetings and conference calls. Many of us have had to, in an age of social distancing, cancel birthday parties and family gatherings in favor of FaceTime conversations and Zoom meetings. From both the business and personal perspectives, none of these outright replace the face-to-face, human connection that is made in an in-person environment. Simply put: humans need human connection. It’s energizing when we can see someone standing in front of us, smiling and receptive to our thoughts and ideas. Remote work has been transformative over these last several months, but the biggest missing element has been that level of human connection.
  • Sanity! There are various points throughout the year when I am working on a large-scale research project and spend a week or two confined to my home office. I can take quick breaks to recharge, eat lunch while listening to a podcast, and pop downstairs to say hello to my kids before getting back to work later in the evening. After 10 or 11 business days within this routine, it is incredibly beneficial to “step outside” of this environment to be around like-minded individuals who share my passion for this profession. Fatigue is a real factor for fully remote workers who find that everyday home office routines often grow stale, resulting in a lack of motivation or drive. Likewise, traditional office workers can feel the same without a standing “work-from-home day” or something similar. Changing up the routine and the environment can help prevent mental fatigue.
  • The spirit of camaraderie. Many business leaders are passionate about their professions and how they approach their goals and objectives. Sharing that energy with like-minded colleagues is what builds true camaraderie between functional groups and teams. Although a weekly team video call may be efficient in today’s new normal, holding an in-person meeting (when it’s safe to do, of course) can help team members level-set on expectations, ask questions, and address concerns in a close-knit environment in which everyone is striving for the same outcomes.

There is incredible merit to the engaging discussions happening in businesses across the world. The so-called “biggest remote work experiment in history” happened out of necessity and has taught so many lessons about business trust, productivity, and flexibility. Some businesses will find that they can move significantly larger numbers of their workforce to remote work infrastructures, while others will attempt to reclaim traditional office environments. The value, however, lies somewhere in the middle: the ideal workplace of the (near) future is one where businesses can enhance productivity, provide flexibility to their workers, and maintain some semblance of human connection and camaraderie.

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