According to Gallup's research, since 2019, the Working Week in the US has shrunk from 44.1 to 42.9 hours. The younger employees who gained almost two hours a week felt the most. The elders shortened their working time by less than an hour. In remote mode, the difference is even greater: in 2022, employees working only from the house devoted their duties on average an hour less each day. It gives you from a week to two additional free.
The fears that the smaller number of working hours will translate into lower performance are understandable. However, the data suggest that reality is more complex. Shorter working time does not have to mean less results.
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Companies that freed themselves from geographical restrictions and began to employ the best candidates regardless of their place of residence, noted increase in productivity. Remote and hybrid work gives you a better chance for people to do what they are really good at – and Efficiency increases when tasks correspond to talents and strengths.
The second driving force is technology. Up to 45 percent employees believe that artificial intelligence has improved their productivity. AI takes over some routine tasks, and this allows employees to focus on more valuable aspects of work.
Studies show, however, that remote work itself does not guarantee higher results, and whether it becomes a real benefit depends on the quality of management. Organizational culture, clear goals and good managerial practices are of key importance.
The role of managers in a flexible work model
Effective management of the remote team requires appropriate competences. Trust, clear goals and wise performance management are today the foundation of remote and hybrid work.
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It is worth emphasizing that The possibility of working in the office can be particularly valuable for younger employees or new team members. This accelerates the process of their adaptation and increases productivity.
The impact of remote work on productivity can be different, but flexible working time has become an important element of attracting and stopping talents. According to Gallup's data 76 percent Hybrid employees confirm that a better balance between professional and private life is one of the greatest benefits of this work model. As research results show, a sense of being appreciated and clear communication are crucial for employees' satisfaction and their loyalty to the company.
How to build effective hybrid work models?
The use of remote work to widen the talent pool and better adaptation to roles can bring more benefits than focusing only on the number of hours worked. However, the future of remote and hybrid work requires a thoughtful strategy. Christos Macridis from the Gallup Institute suggests three key steps that can help organizations.
Building a strong organizational culture is a foundation. How employees perceive the company's culture have a much greater impact on their satisfaction and willingness to leave than the amount of remuneration.
Organizations should also avoid universal solutions for working hours. Employees of all ages have different preferences-some prefer a permanent schedule of 9-17, others a more flexible approach.
They are important Regular, preferably weekly statuses of managers with each employee and matching work to their strengths and taking into account the individual needs of work-life balance.
Shorter working time does not have to be a problem. The key is to understand that productivity depends primarily on the quality of management, organizational culture and adaptation of employees to the roles than on the very number of hours worked.
