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Working from home: how to manage productivity in the new normal

2020

2 – Working from home

QVARTZ Perspective – 3

Working from home: how to manage productivity in the new normalWhile remote working is not a novel concept to us, COVID-19 has accelerated the trend for organizations and businesses worldwide, which have been large-ly unprepared for this new way of working. Based on our new survey, this perspective highlights what leaders need to do in order to mitigate the most pressing challenges in a future where working from home is the new normal.

COVID-19 restrictions are imposing a lot of stress to most organizations, and business leaders need to rapidly change their focus to protect people, cash and margins while not losing sight of longer-term performance as well as improvement opportu nities. Many organizations are applying short-term meas-ures to stay close to their customers and sup pliers, while others are looking ahead, searching for strate-gic opportunities. Regardless of the strategy, keep-ing a productive operation with dedicated people is crucial. In the current situation, business leaders therefore need to find new ways to engage and keep employees motivated – both to create value for the business and maintain sense of purpose.

A red moon rising In the wake of the COVID-19 crisis, millions of em-ployees are finding themselves restricted by govern-ment policies and faced with a new situation – work-ing from home. As a result, organizations worldwide are forced into an unfamiliar situation which impose great challenges when it comes to effectively man-aging and coordinating a global workforce. Without knowing the full extent and longevity of this possi-bly new normal, the step change to these new ways of working will inevitably be a stress test for many. Over time, the largest threat is likely that it will erode social and professional bonds that are critical for teamwork.

In this perspective, we hope to inspire and guide you – whether a leader or an individual – on how to ad-dress the new situation, providing immediate actions on how to mitigate the most pressing concerns.

At QVARTZ, we have teams on different continents working closely with geographically dispersed clients and colleagues. Just like our clients, the COVID-19 crisis has forced us to rapidly adjust to a work-from-home modus. To understand the pain points con-nected to this shift, we have distributed an internal survey with the intention to launch initiatives to mit-igate these. It is our strong belief that the concerns are similar across industries and geographies, and we therefore hope our learnings can serve as a blueprint for other organizations.


A pressing point of departureWhen working from home, some things will stay the same, but there will certainly also be substantial dif-ferences. The workforce output is expected to meet the same deadlines and live up to the same stand-ards. Yet, the working environment conditions will prove difficult for many; no collegial walk to the cof-fee machine, no dropping by your colleague's desk for a quick question, no casual lunch-break discus-sions, not to mention disturbances from family and no office comforts (e.g. extra screens). By framing our thinking around acts that constitute a productive day at the office, we can better understand the small actions that will improve the conditions of remote working.

Our survey reveals that lack of collaboration and communication seem to be the most pressing is-sues when working from home, primarily driven by increased barriers of social interaction. Challenges related to efficiency and work set-up as well as mo-tivation and happiness are also highlighted. This is likely affected by the fact that we are still in the early stages of this new normal. These factors may very well become more important in the coming months as the uncertainty of the COVID-19 pandemic con-tinues.

Collaboration & Communication

As employees are finding themselves in this new and (for most) unfamiliar situation, the challenge of working well together as an integrated team is even further accentuated

Communication is key – alwaysGlobally, many organizations find themselves having to replace the physical collaboration space with a virtual one, without adequate time to facilitate this transition. For many employees, this change will not be painless. In our survey, ~70% of respondents stated that (social) communication barriers have in-creased during this transition, and many stated that they lack the adequate guidelines and tools to mit-igate this. Further, the survey revealed a significant drop in communication cadence, ultimately resulting in a feeling of being more disconnected from your

team and organization. Regular and concise commu-nication from management on the current situation – and even more importantly the outlook – was also mentioned as a possible improvement area.

Efficiency & setup

Apart from having to replace the physical proximity to co-workers with a virtual one, employees will also find disruptions to their usual physical office space

The importance of spaceThe otherwise stable working environment has rad-ically shifted in just a few weeks. According to our survey, most respondents state they have become less efficient due to their physical set-up at home, often mentioning lack of physical equipment (e.g. screens, ergonomic chairs, etc.) and space as the primary issues. Further, distractions are more fre-quent, especially for parents who also mentioned the blurring of lines between family and work life as an issue.

“The largest challenge for me is that I have two children below the age of seven to take care of, and my husband has to work as well”

Motivation & Satisfaction

This new situation will have vast consequences for the social environment of many organizations

Culture is connectedIsolation and loneliness seem to have already be-come two of the most pressing issues, even as the pandemic is still largely a novelty. Key concerns revolve around the fact that culture simply does not exist in the same way online. The thousands of small acts we do every day are difficult to maintain in vir-tual working conditions. Further, many depict feeling de-energized and experiencing an overall loss of engagement as the collective purpose of individual tasks is overshadowed in the context of a global cri-sis, in combination with remote working conditions hampering team-infused motivation.


1. The barriers of social interaction with my co-workers are higher

4. I am more distracted at home

7. I feel more disen-gaged from my role / purpose at work

2. I feel more isolated and lonely when working from home

5. I get less efficient due to physical and / or technical constraints

8. I get interrupted more frequently when work-ing from home

3. I communicate less frequently with my co-workers

6. I feel disconnect-ed from my team / working group

9. I feel more stressed when working from home than at the office

CIVILIZATION I. Collaboration &Communication

TEAM II. Efficiency & Setup

SELFIII. Motivation &Satisfaction

6.5 7.2

6.6

6.5

6.2

6.1

5.9

5.8

5.1

4.3

5.8

5.6

Ranked issues, 1–10(10 = severe issue)

WORKING FROM HOMERelative importance of sub-issues

Exhibit A: The lack of social interaction is the most pressing issue when working from home

Surprisingly, no significant differences in results for extroverts or introverts or for people living alone

Source: QVARTZ Working From Home Survey, March 19, 2020 (n=150)


Our imperatives to get the fundamentals right

A strategy for remote working should adhere to individual companies’ employees and their primary concerns. We therefore suggest establishing a 'Work From Home' (WFH) task force to better understand your specific situation. A simple employee survey could be a useful first step in understanding the primary concerns for your workforce and how to mitigate those issues.

Regardless of your strategy, we present six tactical imperatives aimed at swiftly improving your employ-ees' situation. These actions cover what you can do centrally as a leader and what individual employees should focus on, ultimately accelerating your organ-ization's acclimatization to a new remote working situation. If you are a leader…Without time for an incremental shift to virtual ways of working together, executives are finding them-selves leading teams remotely, deprived of adequate and timely preparations. To alleviate these pain points in the short term, here is what we recommend that you focus on.

1. WALK THE TALK When lines between work and leisure get blurred, executives should install clear norms of virtual com-munication across the organization. Advocate for amplified meeting cadence and structure. Several touch points during the week are more effective than one lengthy interaction to make everyone feel seen. Some practical advice include:

• Set an explicit start and end of the day through check-ins and check-outs, either in a chat tool or through video

• Provide frequent broadcasting of company devel-opment and an assessment of the current situation to keep employees in the loop and show that you care for them

• Assign technology champions to drive digital adoption and share best practices (Exhibit D de-tails useful digital tools and functionalities)

2. LOCK-DOWN ≠ LOSS OF COMMUNITY Stay vigilant of your employees’ social connection to the rest of the organization. Since this is oftentimes a key driver of employee retention, it is important to nudge the organization to reduce the feeling of isolation and remove barriers of social interaction to the extent possible:

• Set up and drive social interaction among col-leagues to replace daily informal interactions, e.g. arrange virtual lunches with co-workers

• Include social interactions as part of the best prac-tices for digital tools, e.g. set up 'hangouts' in the tool Discord

• Handle expectations and lead by example, ensur-ing that virtual interaction is encouraged, e.g. in office-wide (online) town halls and other broader forums

3. WHAT IS IN IT FOR US Exploit the potential efficiency benefits from allow-ing your employees to utilize the new work setting. Communicate clearly and emphasize the flexibility of the new situation. Employee satisfaction causes increased productivity, and people will have differ-ent requirements considering the current COVID-19 situation. Make sure to allow for this by:

• Proactively communicating your availability and expected working hours

• Understanding differences in schedule and com-municating that you understand not everyone can work regular office hours (closed schools and increased support to the elderly impose irregular requirements)

• Encouraging actions that increase at-home efficiency, such as exercising, taking a walk in daylight and improving physical work set-up (e.g. lending office hardware such as screens and keyboards)


1. WALK THE TALK Install clear norms of virtual communication across the organization

2. LOCK-DOWN ≠ LOSS OF COMMUNITY Nudge organization in the right direction emphasizing importance of social interactions

3. WHAT IS IN IT FOR US Exploit potential efficiency benefits from allowing employees to benefit from increased flexibility

Imperatives Practical actions

1. Daily check-ins and check-outs; frequent broadcasting of company development; assign technology champions driving digital adoption

2. Arrange virtual lunches replacing daily informal social interactions

3. State your availability and work-ing hours; appreciate differences in schedules – encourage actions increasing at-home efficiency

LEA

DE

RS

Exhibit B.1: Three imperatives for leaders


If you are an individual employee…While some may be used to working from home, others may have a hard time figuring out how to stay on task in a new environment. To stay productive and make the most of your work from home situation, here is what we recommend that you focus on.

4. THE SHOW MUST GO ONUphold a professional mindset and maintain the structure of a regular working day. This will help you get into your usual work mode. In connection to this, try to handle the expectations of your immediate surroundings such as family or roommates – e.g. through ‘do not disturb’ signals – and make it clear to yourself and your immediate surroundings when your workday is over. A few examples include:

• Uphold regular hours and daily routines, e.g. by dressing for work reinforcing that you are ready for the day

• Set clear deliverables for the day and reward pro-ductivity with an early night

• Find the right physical work set-up and space. When the workday is over, pack away your laptop to reinforce the boundaries between work and private life

5. DO NOT LOSE TOUCH There is a risk that prolonged separation from col-leagues will disconnect you from the social environ-ment that so often defines a workplace. Make sure to take conscious action to maintain informal relations at work and not solely with your immediate col-leagues and team members:

• Do not hesitate to turn an email conversation into a call. It saves time and keeps you closer connected• Invite for informal virtual coffee chats/lunches,

also with people outside your immediate team• Use video in calls, always

6. WHAT IS IN IT FOR MEWhile many feel restricted by these new working conditions, try to focus on the potential upsides this change will bring. For instance, you may feel more relaxed when working from home, flexibility is abun-dant (for better and for worse) and commute time is kept at a minimum. There is an increased opportunity to carve out time for what you find important, for instance you can:

• Use the time you usually spend commuting on something that is valuable to you, e.g. call friends and family or exercise

• Find energy in your new surroundings, and use potential disturbances (e.g. children, pets, etc.) to connect and have fun with your colleagues

• Respect and appreciate differences in living situa-tions and needs, e.g. someone living alone might like to have a longer (online) lunch with a friend, or a parent would like to spend some extra time playing with their child


Imperatives Practical actions

4. THE SHOW MUST GO ON Uphold a professional mindset and maintain the structure of an ordinary working day

5. DO NOT LOSE TOUCH Take conscious decisions to keep informal relations at work alive

6. WHAT IS IN IT FOR ME Utilize the potential of this new-found flexibility

4. Uphold regular hours and daily routines; dress for work (just skip the suit…); clear 'do not disturb' signals to roommates or family

5. Turn emails into video or phone calls; book virtual coffee chats/lunches with colleagues outside immediate working environment; always use video

6. Alter the usual commute to something valuable to you; get energy from new settings and use turmoil to connect; appreciate differences in living situations

IND

IVID

UA

LS

Exhibit B.2: Three imperatives for individuals


Looking aheadThe COVID-19 situation requires leadership – both to understand the complexity the new situation brings to people but also to point to the future. It is likely that working more from home will evolve from an emerging trend to a widely used working set-up in the aftermath of COVID-19. The six tactical steps could provide a starting point for a broader strate-gic review for workforce flexibility and planning in a remote but not so distant future.

Most importantly, leaders should inspire change and show conviction of the inherent opportunities for increased employee happiness, and in consequence better performance, that lie in the new ways of work-ing. Organizations that swiftly manage to adjust to the new normal are likely to come out stronger and more connected on the other side – working closer together than ever.

… increase frequency in calls and video 31%

17% 19%

25%

15%

15%

9%

5%

5%

7%

16%

16%

10%

5%

2%

3%

… provide office equipment

… set borders between work and leisure

… encourage social interaction

… leverage WFH flexibility

… emphasize connec-tivity on projects

… socialize in virtual… share best practice digital guidelines

… improve their home office

… increase communication frequency

… set daily goals … push company-wide social events

… utilize the positives… uphold work-life balance

Other Other

Exhibit C: The six imperatives are guided by the most cited mitigation actions

INDIVIDUALS should…

I. Collaboration & CommunicationKey mitigating actions for individuals and leaders; split by improvement area Frequency of proposed actions, percent*

II. Efficiency & SetupIII. Motivation & Satisfaction

* One respondent can mention several mitigating actionsSource: QVARTZ Working From Home Survey, March 19, 2020 (n=150)

LEADERS should…


Exhibit D: Tips for digital tools and functionalities

1. Use your webcam to connect with colleagues and clients. In Teams/Zoom you can blur your background

or change what others see behind you

2. Avoid sending files via email but keep them synced to the cloud (SharePoint, OneDrive, etc.). It makes it easier to stay aligned and be productive

3. Use instant messaging for quick coordination interac-tions. In Teams/Slack you can keep everyone in the loop without disturbing their workflow with emails

4. For brainstorming, problem-solving and even conducting workshops, there are many cool virtual

whiteboard tools, e.g. Miro

5. The Microsoft To-Do app can help you update your daily to-do list integrating flagged emails in Outlook and tasks from MS Planner

6. Discord, originally designed for video gaming communities, allows you to join a voice channel rather than call in to a meeting


Ole [email protected]

+47 90 10 40 01 Alexander Vitols

Martin Prage

Do you want to Know more? Please reach out to:

qvartz.com

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