“ YOUNGER EMPLOYEES, OR THOSE NEW TO THE WORKFORCE, BENEFIT GREATLY FROM THE MENTORSHIP AND IMMEDIATE FEEDBACK THAT A PHYSICAL OFFICE ENVIRONMENT CAN PROVIDE. THESE INTERACTIONS HELP THEM BUILD THE RESILIENCE AND SOCIAL SKILLS NECESSARY FOR LONG-TERM CAREER SUCCESS.”
JONATHAN EVANS, CEO, DISCOVERY
communication of business objectives and strategic goals. This ensures that employee efforts are not only efficient, but also aligned with the desired outcomes.
THE IMPORTANCE OF SUPPORTIVE CULTURES For Jonathan Evans, company culture plays a crucial role in balancing efficiency and effectiveness. A positive culture fosters collaboration, innovation and a sense of belonging, which are all essential for achieving both efficiency and effectiveness. “In-person interactions often facilitate spontaneous
conversations and mentorship, particularly important for those early in their careers who are developing their skills and understanding workplace norms,” he says. “Younger employees, or those new to the workforce, benefit greatly from the mentorship and immediate feedback that a physical office environment can provide. These interactions help them build the resilience and social skills necessary for long-term career success.” Then there is the discussion around wellbeing and
employee burnout. The shift to remote work has brought attention to the importance of mental health and work- life balance. “While remote work offers flexibility, it can also blur the lines between personal and professional life, leading to burnout,” Jonathan says. “Organisations must support their employees by promoting a culture that values wellbeing, offering resources such as mental health support and encouraging a healthy work-life balance.” For early-career employees, who may lack the
established routines and support networks of more seasoned professionals, the challenges are particularly acute. They require guidance, opportunities for social interaction and structured development programmes to help them grow within the company. A supportive work culture that prioritises wellbeing and development can significantly enhance their
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effectiveness, aligning their personal growth with the organisation’s strategic goals. “A hybrid model, combining both in-office and
remote work, is increasingly seen as an optimal solution,” says Jonathan. “It allows employees to benefit from the flexibility of remote work while also leveraging the collaborative and social aspects of the office. According to the World Economic Forum, many companies are moving towards this model to maximise productivity and employee wellbeing.”
JOB CRAFTING – A NEW WAY TO ENHANCE EMPLOYEE ENGAGEMENT? Dr Esther Canonico of Imperial College Business School is a well-known expert in employee relations, organisational behaviour and flexible working. As well as spending many years as a remote worker herself, her academic research has long looked into the impact and implications of remote and flexible working for both organisations and employees. It focuses on productivity, wellbeing and satisfaction, as well as the mechanics of how companies can manage these working arrangements successfully. Dr Canonico’s work has included long-term surveys
of over 500 staff and managers, investigating the impact of remote work on employee output and wellbeing. It finds strong positives for both of these, but only when companies can manage the relations effectively. Measures such as ensuring remote staff still feel
connected to the company, relationships between employees remain solid, and effective management of both in-person and remote staff so that all staff receive equal career prospects, attention and opportunities, are vital. Her work advises managers on how to do exactly this. She suggests that if employees report a high level of job satisfaction, motivation and engagement, then it can be considered that they work in a happy work environment.
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