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The term “hybrid work” has come to mean more flexibility around working both remotely and in the office. But perhaps we could be applying the same term to the speed of work as well. 

There seem to be conflicting answers. On the one hand, NPR recently reported that unemployment is down and job growth is up. In addition, earlier this year the Federal Reserve forecasted rampant economic growth, while Forrester predicted 6% growth in business and government spending on tech goods, software, services, and staff in 2021 (and 6.5% growth in 2022). From this perspective, work-life sure seems like it’s speeding up.

But hang on a minute.

Millennials are quitting their jobs (even six-figure jobs) to prioritize their mental health, travel the world, and pursue more fulfilling, flexible careers. Offices are opening back up, but employees are revolting: Apple staff is conflicted about Tim Cook’s return to work policy; Amazon employees disagree with the company’s policy and are calling for permanent remote work; and when forced with the decision, are just opting to quit instead.

Sounds like we’re slowing down.

How do we measure progress in a world where success is defined in two radically different ways?

Or, said differently: what should work feel like? And who decides?

The big question every company is faced with today is how to allow for the optionality we’ve all now been introduced to through the pandemic without causing chaos: half the team remote, working from home (or a beach somewhere in Belize), the other half showing up to the office, business-as-usual, coffee cup in hand. Is it paternalistic for companies to design cultures of speed? What does this mean for Silicon Valley’s mantra, “Move fast and break things?” What do you do when the generation that makes up the majority of the workforce wants to “move slow and fix things?”

Read the complete FastCompany article BY BREE GROFF: https://www.fastcompany.com/90682079/leaders-are-thinking-about-hybrid-work-in-a-one-dimensional-way-this-is-a-better-approach

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