Hartford Business Journal

HARTFORDBUSINESS.COM | JULY 24, 2023 25 EXPERT'S CORNER BLS data finds slight decrease in working from home By Andrew Larson alarson@hartfordbusiness.com A recent survey from the U.S. Bureau of Labor Statistics found that the majority of employees (69%) are doing "some or all" of their work at their workplace, while 34% of workers are continuing to perform at least some of their work functions from home. The survey showed that people who worked from home averaged fewer hours per day (5.4) compared to those who worked at their workplace (7.9). The survey also found that the percentage of people working from home decreased slightly from 38% in 2021, during the COVID-19 pandemic, to 34% in 2022. However, workers remained more likely to work at home in 2022 than in 2019, before the pandemic (34% vs. 24%). Workers with higher levels of educa- tion were more likely to work at home than those with less education. The survey also found that men tend to work longer hours than women, partly due to women's greater likelihood of working part time. Among full-time workers, men worked 8.3 hours per day, compared with 7.8 hours for women. Women were also more likely to work from home, with 41% working from home on days they worked, compared to 28% for men. There were also disparities in terms of the division of labor at home. A higher percentage of women (85%) spent time doing household activities, such as housework and cooking, according to BLS data. On the days they did household activities, women spent an average of 2.7 hours on such activities, while men spent 2.2 hours. On an average day, 22% of men did housework compared to 47% of women. The survey also found that most workers (95%) engaged in leisure activities or sports. Men spent more time in these activities than women (5.6 hours vs. 4.8 hours). Return-to-workplace strategies: If you build it, will they come? To attract and engage staff, the physical workplace must appeal to employees' desire to reunite with colleagues and build community, according to The S/L/A/M Collaborative. According to The S/L/A/M Collaborative, using glass finishes in the workplace can communicate the value of transparency in company operations, which in turn can influence employee engagement. PHOTOS | CONTRIBUTED By Terri Finucane P eople have changed over the last few years, as have their needs and expectations regarding the workplace. The average worker has become more introverted and less tolerant of noise, interruptions and other distractions — the consequences of performing work in physical isolation from their teams and co-workers. There is a need more than ever to take a step back before developing a workplace design. Employers must clearly understand today's worker, what they want out of their workday, and their point of view. Companies with the most successful outcomes have involved their employees in the design process dialogue and integrated a variety of engagement strategies to draw them back to the workplace. The hybrid workplace is a long- term reality, and employees are making choices based on what is a better place to work on a given day — home or office. Reuniting with teammates and colleagues remains the No. 1 reason employees come to the workplace. The physical workplace must appeal to, attract and engage staff. Understanding individual perspec- tives, bringing people together, and building community are more important than ever. The physical workplace is just one aspect of the overall workplace experience. A progressive employee experi- ence model integrates workplace design with other factors that make a difference to the individual worker: talent management, career planning and mentorship. These elements signify a compa- ny's level of commitment to the indi- vidual; impact how a staff member feels about the company; and influ- ence an employee's level of produc- tivity and personal commitment. Careful attention to these compo- nents can provide a meaningful, powerful, integrated engagement strategy resulting in a positive effect on business performance. Talent management Companies that focus on ways to keep employees fulfilled and emphasize having a positive impact on the lives of their workers will reap the benefits. The development of an employ- ee-centric talent management process, with the goals of recruiting and retaining the best talent, will help an organization achieve its goals. Talent management can help drive a consistent employee experience that encourages people to stay with the company. Career planning Career planning provides a roadmap to help employees stay focused and motivated. A career plan is crucial for every staff member to become successful in their professional life. When a company contributes to thoughtful planning and execu- tion, the message it sends to an employee and their value to the organization can greatly increase employee engagement. Mentorship A learning culture in an organization helps employees stay committed to improve their skills and build valued, trusted relationships in the workplace. These relationships encourage workers to be present and engaged, and to take advantage of the learning opportunities, support and encourage- ment in their personal development. There is a hesitancy to invest in the physical workplace for many organizations without confidence that current employee expectations are here to stay. Investing the time and effort to understand today's worker and overlay a robust engagement strategy to enhance the overall workplace experience will provide a greater value and return. Terri Finucane is chairman and national corporate market lead for The S/L/A/M Collaborative (SLAM), a national design firm based in Glastonbury. FOCUS: Workplace

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