- The higher the salary, the more likely an employee will not take a job that requires them to be in the office full time.
- The disconnect between what employers offer and what high-paid workers want is causing tension in the back-to-office dance.
- Employees from all walks of life, especially higher-paid employees, know what it feels like to manage their personal and work lives with hybrid flexibility, and they have no intention of giving it up.
Businessman has video conference with employees working remotely in office conference room.
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Is high-paying hybrid work here to stay, or is it likely?
According to recruitment platform Ladders' Q4 2023 High-Paying Jobs Report, six-figure hybrid jobs fell by nearly 70%, while the number of in-person jobs almost doubled.
But employees making six figures or more are not taking this situation in stride.
Videoconferencing technology company Owl Labs' State of Hybrid Work 2023 report points to the idea that higher salaries make employees more likely not to take jobs that require them to be in the office full time. Additionally, as incomes rose, workers were more likely to start looking for new positions that offered hybrid flexibility, the report said.
The disconnect between what employers offer and what high-paid workers want is causing tension in the back-to-office dance.
“Employers, managers and employees are walking on glass right now,” said CEO Frank Weishaupt.
Leaders of many large companies, including Boeing and UPS, have made it clear that they want their employees back in the office. This is to ensure we maximize the value of our employees, especially in tough economic times. But employees from all walks of life, especially the higher-paid ones, according to a research report, now know what it feels like to manage their personal and professional lives with hybrid flexibility, and are willing to give it up. I have no intention of doing so.
For hybrids, how does a six-figure executive or managerial employee differ from an individual employee? Rick Smith, Professor of Management and Organizational Practice at Johns Hopkins Carey Business School, “There are different criteria when talking about income groups.”
He expects managers and other highly paid leaders to relinquish some level of complacency that can facilitate more remote and hybrid flexibility, Smith said. This is to avoid the “tragedy of the commons,'' a phenomenon in which individuals act out of self-interest and undermine the common good.
“If I choose to work remotely, it may be beneficial for me, but it may not be in the common interest of the organization,” he said. While this may not resonate well with individual workers, Smith suggests that the higher a worker climbs the ladder, the more they owe to the organization.
Still, the future of work requires give and take between employees and employers, where the office is the reward and overarching obligations are bendable.
Smith suggests that organizations that bring hybrid workers back into the office on a temporary basis will be smarter about the content of their office visits.
“When they come to the office, it’s a positive experience,” he said. Rather than encouraging people to put their heads down and get people back to work, time spent in the office can have a greater impact in the form of events, collaborations, and other unifying activities that energize employees and their accomplishments. will give.
The obligation to return to the office is firm, right? Companies like IBM and JPMorgan Chase would make you think so. But experts suggest that inclusive policies are not all they seem.
Weishaupt believes that higher-paying jobs increase accountability for the firm, but noted that “if you don't offer flexibility, you're not going to get the people you want.”
John Mullinix, director of growth marketing at Ladders, agrees. “Smart companies will negotiate with these employees to retain top talent without significantly compromising work-life balance,” he said. “And if they're taking away work-life balance, perhaps the employee can use that as an excuse to negotiate a pay increase.”
Weishaupt recognizes that managing individual schedules is even more difficult in large companies with thousands of employees. But once you get down to the manager level, there is flexibility and creativity, he said. “I don’t think every piece sticks to that narrow scope of remit,” he said.
Ultimately, experts agree that while hybrid hiring is on the decline, there is much left unsaid. They argue that these conversations can and should occur during the employment negotiation process.
The reality is, “If an organization implements a policy that requires everyone to be in the office 9 to 5, Monday to Friday, there will be attrition. could increase,” Smith said. , drop out. There will be some negative impact on people who need accessibility. ”
It's no surprise that women, who make up the majority of primary caregivers in the United States, prefer to work from home more than men. However, post-coronavirus, they will work from home fewer days than men. Beyond a satisfying work-life balance, hybrid flexibility in all roles, including high pay, is an issue of equity.
Smith's hope is that organizational leaders will recognize the critical nature of hybrid flexibility and do enough to avoid falling back on job accessibility and missing out on top six-figure talent. Be smart, he said.
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