Career progression such as Promotions and Salary increases, is limited for Hybrid and Remote workers!
Nicolas BEHBAHANI
Global People Analytics & HR Data Leader - People & Culture | Strategical People Analytics Design
?? Hybrid and Remote were the least likely groups to receive promotions and raises (with 54% and 42%) last year
?? In 2023, remote workers were the least likely to be rewarded at work, receiving fewer promotions and raises - This discovery is clearly one of the long-term consequences of remote work!
?? Also fully in-person workers are 3x more likely to be unhappy at work and are struggling the most with stress and are the least happy in their current job.
?? These results may be linked to the other research that I shared in October 2023 about global CEOs who predict a Full Return To Office (RTO) by the end of 2026 and will reward employees with promotions and salary increases.
?? Across work locations, employees have similar levels of Productivity and Connectedness, according to a new interesting research published by Resume Builder using data ?? from 1,190 full-time employees (417 remote workers, 567 hybrid workers, and 206 fully in-office workers) conducted online by the survey platform Pollfish .
?Stabilization of average days per week for WFH
A team of US researchers ( Nick Bloom and his colleagues) regularly track the work-from-home trend and found from some weeks a stabilization in the average days worked from home in their large dataset, with 2.2 days per week for those able to work from home.
?Career Progression impacts directly Remote Workers
Researchers found that remote workers were the least likely group to receive promotions and raises - Only 54% of hybrid workers get a promotion last year.
?? When remote workers did receive raises, they tended to be lower than hybrid or fully in-office workers.
?Workers are productive in their ideal environment
Researchers found that there is no difference in productivity based on where employees work and the rates are similar.
?Mental health better for Remote workers
Researchers discovered that employees who work fully in-office are struggling the most with stress and are the least happy in their current job.
Remote workers and hybrid workers report better :
领英推荐
??Mental health
??Work-life balance
??Fight against Burnout
??Happiness at their current job.
?CEO want to employees to come back fully until 2026
In another interesting research published in Q4 2023, KPMG researchers found that Global CEOs are steadfast in signaling their support of pre-pandemic ways of working, with a majority (64%) anticipating a full return to office is only three years away. This predictions remains consistent with their views in the 2022 CEO Outlook.
??To achieve this result, 87% of CEOs say they are likely to reward employees who make an effort to come into the office with following incentives:
1?? Favorable assignments
2?? Raises
3?? Promotions.
?? ???? ???????????????? ????????:
This interesting research confirms the long-term impact factors of remote working by comparing it with people who are in-person - these results are not surprising because they confirm that employees need to see their superiors more often and interact with them. It is also important to note that these two insightful studies don't say how many days you need to come to the office to have a proper career progression.
Thank you ?? Resume Builder and 美国斯坦福大学 researchers team for these insightful findings: Stacie Haller Nick Bloom
?? Follow me as a LinkedIn Top Voice on LinkedIn (+30 000) , and click the ?? at the top of my profile page to stay on top of the latest on new best?HR, People Analytics, Human Capital and Future of Work research, become more effective in your HR function and support your business, and join the conversation on my posts.
???Join?more than 13,500+ people and subscribe to receive my Weekly People Research
Everyday, I share a new research article about?People Analytics, Human Capital, HR analytics, Human Resources, Talent,…
We think it is less about the days spent in office and more about how meaningful and productive that time is. Hybrid work needs to be coordinated so that colleagues are coming in on the same days so that they can collaborate and have the right space to do so. Considering the benefits you listed about hybrid work, this model is not going anywhere anytime soon. Instead, leaders need to work on building a culture of trust and look inward about their evaluation processes. Promotions should be based on performance, not on time spent in the office.
Driving Performance, Solving Challenges, and Elevating Employee Experiences
10 个月Nicolas BEHBAHANI Thank you for the post ??I strongly believe that promotions and salary increases should be based on job performance, not restricted by work locations or spaces. Recognition programs should emphasize contributions, fostering a merit-based culture. While informal networking is crucial for engagement and innovation, I advocate for incorporating virtual techniques to ensure every team member is included and developing skills for employees to conduct both face-to-face and virtual interactions, maintaining warm work relationships regardless of their location.
LinkedIn Top Voices in Company Culture USA & Canada I Executive Advisor | HR Leader (CHRO) | Leadership Coach | Talent Strategy | Change Leadership | Innovation Culture | Healthcare | Higher Education
10 个月Thanks for sharing Nicolas BEHBAHANI
Lead consultant in HR Strategy & Value Management. Enhancing Value through Human Performance. Delivery of Equality, Diversity & Inclusion Training. Lecturer and International Speaker on HRM and Value Management.
10 个月Insightful research Nicolas BEHBAHANI. I favour hybrid working over fully remote because it provides an opportunity to share learning and to put that learning into context. This is one of many reasons why employers might ask people to go into the workplace (although such collaboration could take place in a more social setting if people feel intimidated by attending the office). There is no excuse for penalising those working remotely when it comes to promotion or salary increases. Given that people are likely to be at different stages of development, Managers are well placed to provide individuals with meaningful work that aids their development (and progression) and to provide the support required. In so doing, they are also in a position to monitor progress (irrespective of where the employee is working). This might be at odds with the 'inevitable consequences' highlighted by Dave Ulrich - but to my mind this comes down to poor leadership and a lack of thought about how to manage the Network Structure put in place by remote working. If you are managing individual silos, then you need to treat your staff as individuals when it comes to development. Just my interpretation of what I am seeing.
Strategic CHRO, passionate about enabling organisations and individuals. Executive Coach and HR Leadership Consultant Leader, Coach, Designer and Facilitator
10 个月Interesting, already seeing this play out. Great share!