Читать книгу Leading at a Distance - Darleen DeRosa - Страница 9

To set the stage, let us share some foundational data. Prior to COVID-19, our survey of HR and talent leaders from over 150 companies showed that virtual work was not a rare phenomenon – 13% of the workforce, on average, was considered fully remote. When we resurveyed CHROs and rewards and talent leaders over a span of two weeks in July and August 2020 in which leaders from 55 organizations participated, that percentage skyrocketed to over 60% at the end of March 2020 and reached well in excess of 80% as of August 2020.

Looking ahead, these same HR and talent leaders anticipate that nearly half of their employees will continue to work from home even when things have stabilized. Another study by Northeastern University's Experience magazine¹ found that 80% of employees who were new to remote work reported that they wanted to continue to work remotely at least part time in the future (although only 15% said they would want to do so full time), and those who had already been working remotely before COVID-19 were even more enthusiastic about continuing to work remotely.

A 2020 McKinsey and Leanin.org Women in the Workplace report² showed that the COVID-19 crisis led many organizations to rethink remote work. The report indicated that 93% of companies say that more jobs can be done remotely, and 67% predict many employees will regularly work remotely in the future. Further, almost 8 in 10 employees reported that they want to continue to work remotely more often than before.

The point is that virtual work is no longer a temporary phenomenon in our lives, but rather a long-term transformation in how millions of people will work and how most organizations will function. Virtual work is here to stay.