In partnership with Trilogy Writing & Consulting
Regulatory
Flex and adapt: the new onsite model
As some companies move part of their workforce back into the office to afford workers the flexibility to work in a hybrid model, new skills and considerations must be developed to learn how to optimally function in the changing face of the workplace. Gretchen Griffin, vice president and head of North American operations at Trilogy Writing & Consulting, explains how a company can help create work-life models that work for everyone.
A
s the days go by, most companies are making a critical assessment regarding the future path of their company: the return to a physical office space. Perhaps it is not a matter of to do or not to do, but more a matter of who, when, and how frequently. Every company needs to decide if there are roles that cannot be done remotely and others that lend themselves nicely to increased autonomy. Regardless of what questions your company is grappling with, there is no doubt that the return to an onsite office will be a tricky thing to navigate and here’s why.
Let’s start with a few critical assumptions: ■ Your company hires smart and competent people. Based on the news, internet, and headhunters,
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these people know that skilled labour is in high demand, and they can make choices about where and how they work.
■ Onboarding employees and turnover is expensive. We are not just talking about money, but the time and effort investment in training and growth is substantial. High turnover can also cause a domino effect and lead other employees to look for external opportunities.
■ Your teams are diverse and multi-generational. They are in different phases of life and career, and they place a higher value on certain aspects of the life-work spectrum.
■ You care about the wellbeing of your employees and the overall health of the business; you want to retain your teams and are willing to consider what they might need or want to stay put.
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