20 experts share their views on the future state of work

“Many employers want people to ‘go back’ just because it’s ‘always been that way’. No solid justification rather than staying in their comfort zones and schemes that have been present on global employment markets for a long time.”

“What employers look for in a workplace is highly dependent on their philosophy and work culture.”

“Employers wedded to traditional routines of work will desire the workplace to involve co-locating employees — in such a way that time and effort they afford to work can be monitored, and leaders can retain a high level of control over employee routines.”

“For many, the office model remains in doubt because of the lingering effects of COVID, and a talent market where, for the time being, workers have unprecedented bargaining power owing to skill shortages.”

“Depending on the industry and the type of work being done, hybrids seem to enjoy a dominant position. That said, there are a number of companies and industries captained largely by “graybeards” where the aging management model wants all the chickens back in the coop full-time, if only because that’s the only way they know how to manage.”

“Employers WANT to create a workplace that’s compelling — and most want to be a great employer.”

“[Their] team members have different life needs, different preferences, different work histories, and different personalities. An employer can’t possibly accommodate every need and every want.”

“Employees need to understand that employers have limitations on resources (expertise, time, money). There are certain workplace circumstances that SHOULD be adhered to (inclusion, safety, integrity, etc.) — but that doesn’t mean they can provide the workplace that each team member sees as the dream situation.”

“At the end of the day, however, employees and employers do have the same end goal: to have an enjoyable work experience, one that they look forward to and thoroughly enjoy. It is also about what both sides can bring to the table to meet that goal.”

“Some propose connecting the office with work-from-home elements, to create a win-win solution for both sides. Well, this won’t work in my opinion, as hybrid work isn’t about connecting the “old normal” with the “new normal” — but creating a scalable employee experience that embraces flexibility, human connections, and productivity.”

“This is everything, really. There’s a big need to focus on intrinsic motivation rather than just incentives for employees. I think that, these days, people look for authenticity and a possibility to connect their lifestyle and what they believe in with a working environment that enables them to thrive.”

“Employers are trying to figure out which trends are here to stay and work for the type of business they are building. For some companies, for example, if you work on hardware, you need some of your employees to come to the office daily to use the physical tools they can’t take home.  Employers are looking for some stability in the current uncertainty.”

“Luckily for us, we are a mission-based company, so there is a lot of alignment on what the team and I see as vital to a successful working environment. I want to ensure that my team has what they need to be successful in work and in their personal lives, so I don’t have the same friction some leaders experience in these matters. From day one, I made sure to provide top-tier healthcare and a hybrid work environment, in addition to significant equity packages.”

“Employees are seeking remote arrangements at unprecedented rates, and for good reason. Who wants an onerous commute if you can avoid it? I’m happy to see that *most* employers are doing the right thing as they seek the right fit for their culture.”

“It requires open and constant communication and a psychologically safe environment. Certain reports, like the one of McKinsey and Company from 2021, have shown that employees were quitting because managers didn’t actually know what employees wanted. We can change this. Let’s remind ourselves that different generations have different expectations of the workplace.”

“Employers are looking to be more efficient and to make progress. Employees are looking for professional growth opportunities, but also a balance of work-life — while also making a decent wage. I do think these two things can overlap if employers develop good systems and set expectations, while trusting employees to do their work.” 

“Employers want to get the job done, sell their services, get customers, serve these customers, and make money. Employees are a resource within this equation — and, depending on how much value these employees create, the company can reinvest more or less into the maintenance of these employees.”

“Basically, a company will pay a salary they can afford and the perks they can afford up to the moment when it’s not feasible anymore. If someone else can do the same job at the same quality for less money — they’ll hire that person. If someone else can do the same job for the same money but with higher quality or reliability, they’ll hire *that* person.” 

“From an employee’s point of view, they want a fair salary and a work environment they don’t hate. Psychological safety, good relations with their boss and their colleagues, and flexibility, IN COMBINATION WITH FAIR PAY, are the highest predictors of employee loyalty.”

“I think some employers and employees are on the same page and looking for the same things — but not everyone. We’ve definitely seen the headlines of big names completely trashing the idea of remote work. (Never mind the fact that even some of them have benefited from remote work in the past.) 

But some companies are definitely seeing the value of flexibility — and, if their sales numbers and productivity numbers haven’t dropped over this remote period, I think it’s easier for them to consider keeping remote work as an option. Either in a hybrid kind of way or for some companies, permanently.”

“Employers and employees had to evolve rapidly, and change — although that might have been uncomfortable initially — has provided excellent returns. Some advantages employers and employees have benefitted from include:

– Excellent mental and physical health, 

– Cost savings, 

– Improved productivity, 

– Choice of location, 

– Time savings, and 

– Greater work-life balance. 

These are the elements both employers and employees now expect from a workplace.”

“Employers are looking for productive employees and output. 

Employees are looking for flexibility to be able to choose where to best be productive. 

Ultimately, if both have this understanding, they will work toward the same things in the future of work — which is all about choice and freedom to choose.”

“Future-thinking employers are looking for ways of creating an ongoing, healthy relationship with their people. 

Employees are looking for commitment, transparency, and flexibility in their workplace. We all want to feel like we are using our time and energy — these precious resources we have in our short lives — effectively and meaningfully. 

Future-thinking companies align with people on this point. 

Archaic companies, which are clinging to the same old modalities, do not.”

“To overcome trust issues, employers and employees should work toward co-creation — getting people to participate in the creation of team norms and processes will make them more accountable and engaged. Inclusion and collaboration are crucial components in this process.

If employers and employees don’t lean toward the same things, then the future of work is bleak.

We are talking about partnership. 

Employers need to find a way to talk to people constantly and embody the team values — so that they attract the right talent who will have the right conditions to produce the desired results.”

“Employers are ultimately looking for their goals to be achieved. And some are feeling stressed — because the way they used to measure ‘success’ can’t be done in a remote environment. You can’t see people working away anymore (which still may have been presenteeism) or hear them getting on the phone to make a sales call. 

For employers that got most of their social interactions in the office, remote stresses them out. It’s uncomfortable. And they’re struggling. So they may be trying to overcompensate by mandating office days.”

“In my surroundings, I noticed the following: 

Employers look for competent people who can do the job on time, for the available pay. They want their business to produce results. 

Employees look for companies where they can use their skills and actually do the job — without stressing themselves about their micromanaging boss or toxic work culture, or obsolete procedures. They want to make an impact with their work, and to feel respected and accepted. 

So employers and employees basically want the same thing: to get the job done. It’s just that employees often want more autonomy and flexibility than employers are ready to give. There are some trust issues to overcome. Employees are afraid of being exploited if they go above and beyond; employers are afraid of being taken advantage of, so they have a hard time letting go of control.”

“From an employer’s perspective, the ideal workplace is one that enhances team productivity, attracts a diverse roster of global talent, and contributes to staff retention. It should ultimately foster creativity and innovation that drives business outcomes. 

But there’s a management problem in the new world of work — namely, how to oversee teamwork.

No longer is ‘management by walking around’ an option. Trust is key here, and a typical “command and control’ mindset doesn’t work well in remote and hybrid settings. 

Instead, managers need to shift their attention to output — and, even better, to outcomes.“

“A flexible approach is required to respond to the diverse needs of employees with respect to both the timing and location of work — with some employees showing preferences and/or need for:

– Work from home, 

– Hybrid work, and 

– Work taking place in a co-located workplace. 

Employer premises need to adapt to new ways of working — including the more widespread application of hybrid and remote working routines — through the:

– Provision of collaborative spaces, and 

– A focus on employees coming together at their workplace to share knowledge and provide professional and social networking opportunities. “

“Many are learning how to structure their days to be more productive than they’ve ever been. 

They might get away from their desk to take a quick walk at lunch or they can pet their dog in between calls. 

They also might enjoy being home right when their kids get home.”

“I enjoyed the flexibility of being able to be where I was needed from a family perspective, while still being able to do my job. I didn’t have to pick. And those that enjoy working outside of their home might pick a place nearby to work or a coworking space instead of coming into the office. We’re all learning what helps us truly thrive.”

“The Great Resignation clearly showed us that people want flexibility and control of their time — not so they can work better, but so that they can have the lifestyle they want. 

People want to spend more time with their friends and families, they want to be healthier and enjoy the outdoors more, they want to avoid lengthy commutes, and they want to spend their time on more purposeful activities.”

“Employers are (or should be) primarily looking for results and impact — which is often providing a product or service that makes other people happier or better in some way.

Employees are looking for monetary (usually a salary that allows them to pay for their living expenses & everything else they need) and (at least some) non-monetary rewards: perks, belonging, self-actualization, meaning, contributing to something bigger than themselves, etc.

The public discourse often antagonizes these or speaks about what the company and what the employees want as if they were opposed. But if you ‘zoom-out’, they’re really the same thing.”

“Everyone wants money, results, impact, meaning, and purpose. The order of those priorities can be different, but they are not diametrically opposite. Ultimately, everyone wants to better their lives and the lives of those around them (a smaller or a larger circle).”

“I default to an abundance mindset and generally believe everyone can get what they want if we have the openness and intention of looking for that win-win situation. If we only believe in zero-sum-games, well, then only one of these two “sides”, can “win” — which is bleak.”

“Hastened perhaps by the current skill shortage (or maybe merely a shortage of interest), many of our current jobs in hospitality, healthcare, and manufacturing will continue to be subsumed by digitalization.”

“As a case in point, a friend and client who cruises frequently regaled me with stories of his experience with the robotic bartenders aboard Royal Caribbean cruise ships. Though the drinks were well-made, he noted that the robotic bartender didn’t know who he was (one of RC’s top cruisers), didn’t overpour, and had no jokes to share.”

“Based on the aforementioned digitalization, coupled with an aging nation, we can expect many of our healthcare jobs to be untethered, with far greater delivery in the patient’s home, either digitally or in person.”

“I suspect we will continue to see problems with companies struggling to convince employees to return to the office full-time. I firmly believe that this will be the impetus for more companies opting for a 4-day workweek.”

“I also believe that as Gen Z becomes more entrenched in the workplace, you will start to see high turnover rates. More and more, companies that are not mission-driven are having a hard time retaining employees — because, at the end of the day, it’s just a job, indistinguishable from other jobs.”

“As salaries and salary expectations rise and inflation/interest rates/energy rates increase, I predict ongoing turnover and resignations as employees try to maximize their salaries. It’s not sustainable, so eventually, it will normalize, but we haven’t seen the end of it.”

“When location is no longer a factor, professionals will look at the global workplace as their playground. They will jump to companies with better work-life policies or benefits.”

“[Employees looking for better work-life policies or benefits] is also a sign that companies need to evolve and change to an employee-first mindset to maintain their competitiveness and stem talent turnover. Also, invest in your employees to keep them loyal and genuinely happy with the work policies.”

“Employers are looking for quality professionals who will fit into the company’s culture, quickly adapt to the team they are joining, and be dedicated to their work. A company that takes care of its employees is the one that tries to keep them satisfied and make them stay there as long as possible.”

“There are plenty of organizations, services, and industries not offering any of these fads or perks — and, yet, these people still have to get up and go to work each day and are able to find purpose in what they do.” 

“Consider healthcare workers who can’t tend to patients while working from home. They do this because they care. And, while the corporate employee may have different responsibilities that can give them more flexibility, they still want to know that what they do makes a difference.”

“Evidence tells us that changes in work are gradual, with the exception of the noted dramatic shift to remote and hybrid working in the last two years. The future will see some employers remain wedded to traditional working routines, while others will embrace a more flexible and inclusive approach to work.”

“If existing evidence is correct, then flexibility and employee well-being will come to define good work and successful organizations.” 

“I believe that the hybrid workstyle is here to stay as more and more companies jump onto the automation bandwagon, especially when it comes to businesses that depend more on technology. The hybrid work style will evolve into a remote work style, resulting in both employers and employees not being limited by boundaries anymore. Businesses can now hire from a global roster of talent, while professionals with the right skill sets can work for multinational companies from remote locations.”

“I expect we’re going to continue hearing, ‘When are these remote workers going to actually get back to actually working?’ for a LONG time. Many of us who were working remotely pre-2020 have heard this off and on anyway. Now that remote work is even more prevalent, it seems like there are more people around to criticize it.”

“Remote is the default! More companies will start completely distribute and the next frontier will be focusing on how asynchronous work styles and policies are implemented from day one. Not the remote on-accident stuff we’ve been seeing since the pandemic. It will be way more intentional. I anticipate the desire to be remote from employees will stay the same and grow!”

“I believe a lot of companies will encourage and allow remote work, with various degrees of success and intentionality (spoiler alert: good remote work isn’t copying the office while working online). In many ways, remote work will become simply… work.” 

“We will see teams who might even be majority co-located, optimizing for remote-first so they can offer flexibility and plug in remote contributors where needed. We’ll see these teams gather once or twice a year in an ideally inspiring location to co-work, refresh and nurture the human connections in person, and then disperse again.”

“More and more firms will be engaging workplace policies that include mental wellness. This will include employee health days, mandatory leaves, vacation policies, and steps to improve individual productivity.”

“Employees are in an age where they don’t really trust workplaces — and in some ways, you can’t blame them. Look at all the rounds of layoffs happening right now in tech. A lot of companies are slashing employees to keep higher revenues — but where are the cuts in salaries at the exec level for deciding to overhire and mismanage in the first place? Employees are hungering for workplaces that care about the greater good — including employee wellbeing — and are focused on building inclusive and diverse workplaces.”

“We are going to continue marching forward. Remote will continue to grow. Hybrid is poised to explode. And critically, services that support these new trends will flourish. Puzzle Break is deploying remote and hybrid team-building solutions as quickly as we can, to meet the demand.”

“I believe that many companies will switch to a hybrid work model if it suits their business. Some companies have introduced working 4 days a week — but I think more and more companies will go that way if they realize that it’s productive for employees.”

“The pandemic proved that we can change anything once we are forced to, which pushed people either toward the mindset ‘I can’t wait for this thing to be over so I can go back to what it was before’, or toward the mindset ‘This is the reality, let’s see how we can make it work and what good will come out of it.’ 

“It turns out — people need no constant managerial control to do their job. We are capable of organizing our time and using our ways to get results. Now we have to prove that we will keep the trust that we have gained.”

“The labor market provides fewer and fewer quality and professional people, so efforts should be made to find adequate employees and then keep them in the company.”

“Remote work will stay where it proved to be productive for the company and where it made work and collaboration easier to manage.

My prediction is: the market will have the final word, even if it might take a while.”

“If happier and satisfied employees make satisfied customers (as proven by a large body of research), then those companies who’ve been investing in customer experience will survive AND thrive. They will attract more talent and be better at keeping it. They will have better ideas. On the other hand, things might go downhill for those companies that emphasize profits over employees’ needs. They might not survive at all. A natural selection of sorts.

Most importantly, with all the great changes that we’ve been making since 2020 (agile work, digitalization, more efficient processes), we have to keep implementing them so they can become permanent.”

“How can we prepare for the future if we keep wishing to go back to the past?”

“The nature of work has fundamentally changed due to the pandemic. Remote and work-from-anywhere are here to stay in some form and in some amount. 

Successful teams will embrace a flexible mindset, one that moves fluidly from mode to mode with ease (e.g., all remote to hybrid, to in-person, and back). The future of work is multimodal.” 

“We’ll become more deliberate about building team connections and relationships in an ongoing way — and not just by doing trust falls once a year at team offsites. 

Mental health will be a big part of that. 

Policies and laws will struggle to keep up with the changing nature of work and work circumstances in the near term. 

Organizations will prioritize teamwork and view collaboration as a strategic competitive advantage.“

“​​I predict that the future of work will involve much more remote work, hybrid work, and companies considering out-of-the-box solutions to draw the best talent while maintaining productivity levels — such as the 4-day workweek.”

“There’s currently a lot of enthusiasm for fully remote, location-independent, maximum flexibility types of jobs. And there’s also a lot of energy going towards back-to-the-office, social connections, and ‘life as it was’. Both have their merits, and none will disappear.”

“Remote work and remote leadership require a lot of conscious decisions, it requires intent. Office work “feels” a bit easier, because a lot of those decisions are premade through habits that have developed over the past decades. Offices won’t go away, and they shouldn’t. And the same holds for remote work.”

“My hope is that companies get clearer on what works for them — each one of them. And employees get clear on what they need. Because only then can we actually match the people who LOVE the office with companies who enjoy having an office, and the people who want (or have to) work from their homes with the companies who are set up for successful remote work.

More options is exactly what we need.”

“How the work is done?

Who does the work? 

When and where the work is done?” 

“People need to find a purpose in what they do. And, in the future, I believe that there should be opportunities for employees to grow, try different things, and feel supported. Learning and development teams will have a lot of work in providing this. The future of work should also consider personalized benefits and rewards that are important to an individual.”

“People need to find a purpose in what they do. And, in the future, I believe that there should be opportunities for employees to grow, try different things, and feel supported. Learning and development teams will have a lot of work in providing this. The future of work should also consider personalized benefits and rewards that are important to an individual.”

“For many people, the first thing is the salary, but also the benefits. I would highlight the way of working (remote, hybrid, on-site), flexible working hours, the number of days off per year, as well as private health insurance.”

“In many ways, the flexibility of the future of work will allow people more of a chance to be fully human, rather than just ‘workers’.”

“We’ll see more flexibility in the types of employment offered and figuring out optimal setups. More and more companies, team members, and hiring managers will challenge the status quo of offering only the ‘default’ full-time, 9-to-5 permanent employment setup when hiring.”

“We’ll start seeing a number of different combinations of types of schedules (full-time, part-time, fractional), terms (permanent, limited, project-based), and legal setups: employment, consulting, contractor, and freelancer. This will allow more people to take/keep jobs while pursuing other interests or commitments (parenthood, side hustles, caregiving, volunteering for causes they feel strongly about, etc.) which has immense benefits for both sides.” 

“I think we will see an increasing shift in focus on what employees need. For the last few decades, the power balance in the relationship between employer and employee has been wildly disproportionately in favor of the employer.“

“The future will see this balance start to become fairer. This will happen at a grassroots level, where mindful start-ups and future-thinking companies offer employees a healthier, more sustainable work life. And also at a regulatory and legislative level, as the legal onus is placed on employers to prioritize the health and wellbeing of their people.“

“The best organizations will spend more time helping managers with the radical changes to how they should approach their job, based on so many external forces on the company. There will still be bad managers, terrible bosses, and toxic workplaces. That is never going away. But employees will have more and more choices in finding great teams and companies to join where they can find the right arrangement for them if they are willing to work hard, upskill their abilities, and expand their emotional intelligence.”

“My prediction is that work from home is here to stay. Companies will need to learn to adapt to the new norms and figure out what workplace strategies work for them. My hope is more companies realize DEI is not just a nice-to-have and that training their leaders on effective and fair management practices will not only help them create a more inclusive workplace but also produce better products that fulfill the needs of today’s diverse world.”

“Cities need to figure out what to do with their 50% empty office buildings and potentially convert them into affordable housing instead.“

“Well, my first prediction is that the shift towards new ways of working will take a while. I’ve recently researched how many years it took people to start using the light bulb since Thomas Edison discovered it… about 50 years! Bottom line: change takes time.”

“I think many employment laws will keep their principles but international laws will be more open to global mobility among workers. Also, I am expecting an increase in countries introducing digital nomad visas. Basically, there’s a lot to work on within the legal & compliance perspective of remote work and I’m sure this will happen.“

Changing.

Changing.

Flexibility, ownership.

Flexible.

Flexibility. 

Flexibility.

Asynchronous.

Remote.

Improved.

Accelerated.

Adapting.

Mutating.

Interrupted.

Efficient.

Sustainable.

Purpose-driven.

Tailor-made. (No more one-size-fits-all).

Opportunity.

Lifestyle.

The future of work is… Now.