In a survey of nearly a thousand company directors, 74% indicated they would continue increased home-working practices post-coronavirus. However, scientists remind us that humans are inherently social creatures, wired to thrive in socialized groups. This raises the question: how do we balance home-working with the risks of social isolation?
The cost of home-working is productivity. If productivity is the key measure of how organizations manage their human resources, then careful consideration is needed when implementing home-working. Many organizations are exploring options to mitigate the potential negative impacts of remote working on productivity and employee well-being.
"The benefits of the office haven't disappeared. For many companies, in-person teamwork proves more productive and enjoyable. Shared workspaces provide employees with opportunities for informal development and networking, crucial especially at the start of a career."
Looking forward, it seems that more companies will adopt a blended approach to work locations. Thirty years ago, Ray Oldenburg introduced the concept of a "third place" in his book The Great Good Place (1991). The first place is home, the second is work, and the third is a social gathering spot. Blurring the lines between work and home erodes the work/life balance, leading to anxieties unanticipated by business decision-makers and employees alike.
As work and home boundaries blur, the need for new boundaries becomes apparent. We still need work environments for empathetic growth and career advancement, while home should remain a sanctuary for family and personal identity. Returning to the office isn't always viable, as many offices are being converted into residential spaces.
There is no reason why some work activities can't be conducted in blended spaces designed specifically for them. This brings us back to the concept of the "third place." It shouldn't be a free space in a coffee shop or hotel reception with inadequate facilities and unwelcoming staff. Instead, it should be something more substantial.
Private members' clubs have been better at meeting the need for workspaces in these "great good places," though most are in larger cities like London and serve as temporary replacements for commuting rather than local hubs to combat social isolation. Decision-makers are weighing the tangible financial benefits of home-working against the intangible costs of reduced productivity.
Consider the example of a young, ambitious executive working from the corner of their bed in a small apartment, juggling a mobile phone and tablet amid domestic distractions. They can't be expected to perform at their best under such conditions. Elite athletes will tell you that you can't be "on your game" if your head isn't in the right place.
From an employer's perspective, having 100 employees working just 5% more productively is equivalent to gaining 5 new effective employees for free. This tangible productivity gain is worth considering.
So, what are the three good places, and how can you manage your output productively?
What work must be conducted in the office?
What work can be effectively completed at home, despite potential disruptions?
What work requires a quiet, undisturbed environment away from home or the office?
A business hub could serve as this third good place. It should be a secure environment with hot desking, private offices for sensitive meetings, and interruption-free zones with the option to engage with like-minded individuals. It should also offer designated areas with waiter service for food and beverages.
One such place is The Chelmsford Club on New London Road, Chelmsford. This private club exemplifies the creativity in business spurred by the pandemic, adapting swiftly to the changing needs of its members. It features a fully equipped business hub with hot desking, private rooms, a bar and restaurant with waiter service, excellent Wi-Fi, and 18-hour access for those working across time zones. Beyond its facilities, it provides a sense of belonging and camaraderie, essential antidotes to social isolation.
For more details, email chair@thechelmsfordclub.co.uk
Comments