Performance support can mean different things to different people. Here at Mind Tools, we feel it can best be described as a self-directed tool or job aid that provides specific task-related guidance precisely at the moment of need.

Why performance support matters

Remote working environments have fast-tracked the demand for self-directed learning, as opposed to more traditional in-person learning activities.

This shift was very much in evidence in our 2022 Learner Intelligence Report. It showed that by 2021, employees were becoming more motivated to learn for their own personal development. Whereas in the past, learners were more likely to engage with learning because they felt they had to.

During a Mind Tools client webinar, Cat Greenwood of ActionAid UK pointed out that the charity has seen a move away from learners expecting the organization to deliver learning to them.

"Learning is happening all the time, and for me, it’s about people noticing that." - Cat Greenwood, ActionAid UK
Her organization now encourages a culture of ongoing reflection, with individuals encouraged to recognize their own development needs.

Many organizations now offer a hybrid approach to meet a range of needs. ActionAid, for example, might use more traditional classroom delivery sessions to signpost toolkit resources that learners can then access in the flow of work.

Creating a learning culture

For your learning culture to change, it’s essential to educate and engage stakeholders across your organization about the benefits of performance support. This might include lunch and learn sessions, webinars, managers’ one-on-ones, and promoting it as part of employee onboarding. Signposting where people can find the right resources is also key.

Another way to promote engagement is to help draw comparisons with other parts of learners’ lives. In our Mind Tools Performance Support webinar, Kerry Gabriel O’Sullivan of the RSPCA pointed out that, with devices in our pockets and search engines a mere click away, we expect immediate answers to questions. And to be able to watch or listen to anything we want at any time. Why should learning be any different? Performance support-style delivery simply makes sense as it’s served in the way people expect – whether they realize it or not!

Performance support can help drive inclusion

Providing in-the-moment learning allows every learner access to the same information around a topic of interest. And without having to wait for dedicated time to study it in a classroom environment. Similarly, in organizations that have a widely dispersed workforce, Mind Tools’ “pull” rather than “push” approach to learning allows employees to access it in their own way.

At ActionAid, with staff mostly office-based, inclusivity is focused on delivering specific tools for specific needs and ensuring that the breadth of content is suited to learners of all levels. By choosing performance support from Mind Tools, they have been able to offer a solution to learners who may be time-poor, feel less confident in the classroom environment, or learn better in a certain style.

Amanda Walters, L&D Business Partner at housing association Home Group, also described how Mind Tools’ functionality can be used to increase awareness about inclusivity at work. For example, her team put together playlists on their toolkit around cultural events that reflect the diversity of their workforce.

Cat Greenwood did something similar to support ActionAid’s feminist leadership approach: as well as curating playlists, she has created a calendar of internal learning events. This includes ActionAid’s own materials on their customized version of the toolkit to help it feel more familiar and provide a one-stop shop for learning.

The post What is Performance Support? appeared first on Mind Tools.

How we make others feel when they are in our presence is a valuable leadership trait. In psychology, this trait has been called "affective presence." Leaders with a positive affective presence show they care and are skilled at connecting with those around them. Care and connection are the bedrock of success in a leadership role. This article explores the concept of affective presence, its significance, and strategies for developing a positive affective presence to bolster your leadership influence.

What Is Affective Presence?

The term "affective presence" was first used by psychologists Noah Eisenkraft and Hillary Anger Elfenbein in a 2010 study. According to their findings, some individuals exert a palpable emotional influence that can either make others feel at ease, or uneasy.

As they explain, affective presence refers to how we make other people feel just by being around them, regardless of our own emotions or intentions. It's an overall, lasting effect we leave on others.

There's both a negative and a positive affective presence. For example, one person may inspire excitement in the people around them. In contrast, another tends to cause their peers to feel anxious. In other words, one typically energizes people while the other stresses them out.

Affective presence is attributed to an individual's ability to manage and communicate emotions effectively. When investigating what distinguishes people who elicit a more positive or negative affect than others, researchers point to differences in expressive styles, such as aggressive and competitive versus kind and warm.

4 Reasons Why Affective Presence Is Important

Eisenkraft's and Elfenbein's study, among other research, suggests that affective presence can have significant social consequences:

1. People who elicit positive affect are more popular among their peers. Conversely, individuals who evoke negative emotions in their colleagues are more likely to be the targets of counterproductive workplace behaviors, such as rudeness and taunting.
2. Research reveals that leaders who make other people feel good by their presence have teams that are better at sharing information, which leads to more innovation. Team leaders with a negative affective presence have the opposite effect on their teams' information sharing and innovation.
3. Similarly, a different study also found that leaders with a positive affective presence encourage teams to communicate their creative ideas. Specifically, when a team leader had a higher positive affective presence, withholding of ideas was less likely in meetings where team members generated creative ideas.
4. Finally, researchers found that leaders' positive affective presence boosts the motivation and performance of hospitality service employees, who often work long hours with low pay and tight schedules, which can result in burnout. Service employees must possess high energy and enthusiasm to present customers with a friendly and welcoming demeanor. In this environment, the study says, "leaders' positive affective presence sends an important signal that leaders care about their employees' wellbeing and acts as fuel to fire employees' energy toward work."

How to Strengthen Your Positive Affective Presence

A positive or negative affective presence means you impact those in your presence. Cultivating a positive affective presence requires a deliberate and conscious decision to interact with others in a positive manner – it's a choice we must make daily until it becomes part of who we are and how we present ourselves.

Here are several strategies for creating a positive affective presence:

Develop Self-Awareness

You cannot fix what you don't understand. Self-awareness is the first step toward effective self-management. People who know themselves can better manage their emotions and positively interact with others.

You can increase your self-awareness in many ways. To name a few:

• Understand your emotional triggers. What sets you off emotionally? Who are the people who get under your skin? These situations or people might cause you to have a negative affective presence.
• Don't repress your emotions or deny the factors or people contributing to them. Instead, think about how you will manage your emotions before speaking to others.
• Pay attention to your emotions as they occur. For example, do you ever notice yourself becoming combative, annoyed, angry, or competitive? Awareness will help you manage these reactions more effectively, so you don't act impulsively.

Tune in to Others

Recognizing your feelings is an essential step toward developing self-awareness, but so is understanding how your responses to those feelings affect the people around you. Try redirecting your focus away from you and toward other people to better manage your emotions, moods and behaviors.

For example, before an important meeting, ask yourself:

• What might people need from you in the moment? Perhaps they need support or reassurance during a corporate transition. Or they may need a safe and non-judgmental environment to express their anxieties or dissatisfaction without concern for rebuke or rejection.
• What impact do you want to make on others when you enter a room? Most people are quick to pick up emotional cues that might affect them. Don't leave this to chance by deciding how you want to show up.
• What is the emotional footprint you are hoping to leave behind? Whatever feeling you want to instill in others, you need to feel it yourself. For example, you must project calmness yourself if you want people to feel that way.

Exercise Self-Discipline

How do you feel about the people you're interacting with? People have a knack for sensing your thoughts about them and will respond accordingly.

To shift to a positive frame of mind about the people you're meeting, consider the qualities you may value in them and any acts of kindness or goodwill you've experienced with them. This reflection might change your perspective and help soften your stance.

At all times, take the high road and treat people with respect. A survey of over 800,000 people in 158 countries shows that being treated with respect is the strongest predictor of positive feelings.

You may experience instances of irritation, frustration or impatience throughout the day. The question is, says Elfenbein in an interview with Julie Beck, "Can you regulate yourself so those blips don't infect other people? Can you smooth over the noise in your life so other people aren't affected?"

In short, are you good company? For example, imagine a coworker who consistently remains calm and composed during stressful situations at work. They can manage their emotions, defuse tension, and create a positive environment for their coworkers. As a result, their presence becomes highly sought after and they are seen as someone who brings comfort and ease to those around them.

Consider that you will likely work with your colleagues for a long time, so take the long view. You can better control your emotions by keeping a long-term relationship in mind.

And no matter how you feel about your peers, think about how your words and actions might impact other people's lives.

Recommended Reading

Find out more about developing affective presence with our recommended resources:

Developing Self-Awareness
Emotional Intelligence
Self-Discipline
Mutual Respect
Creating an Energizing Work Environment
How to Make "High-Quality Connections"

About the Author:

Regular guest author Bruna Martinuzzi is an educator, author and speaker specializing in emotional intelligence, leadership, communication, and presentation-skills training.

The post Affective Presence: How to Stop Draining Your People and Energize Them Instead! appeared first on Mind Tools.

Despite the cost of poor mental health running at $1 trillion globally, according to the World Health Organization, significant numbers of businesses are not getting it done when it comes to looking after the wellbeing of their employees.

What Is Wellbeing Washing?

A recent study by Claro Wellbeing found that more than a third of employers are "wellbeing washing" – the practice of supporting mental health publicly but not supporting the workforce internally when it really comes down to it.

Claro's survey revealed that while 70 percent of workplaces celebrated mental health awareness days, only 30 percent of them actually had mental health support that was deemed good or outstanding by their employees.

Yes, it's all very well championing awareness campaigns (like Mental Health Month), but, much like the saying "a dog is not just for Christmas," wellbeing issues don't magically disappear when the event is over.

So lots of regular quizzes and games for fun, but consistently overworking people or expecting unpaid overtime is the sort of thing we’re talking about here. Table tennis and yoga, but no flexible working or employee assistance programs.

Do Businesses Really Care About Employees?

The research found that under half of businesses offered employees access to a helpline, while 44 percent offered counseling, and only 39 percent had mental health first aiders.

Digging a little deeper, the perception employees have of their employers' attempts to look after their wellbeing is even worse.

A report from global HR consultants MHR revealed that 62 percent of employees believed their employer did not care about their mental wellbeing, while 55 percent said they felt pressured to hide their mental health concerns at work. Ouch.

And in the wake of the likes of the Great Resignation and quiet quitting, it's clear that it makes business sense to take care of your workforce – or you risk retention and recruitment crises.

Or, as the Chartered Institute of Personnel and Development puts it, "Investing in employee wellbeing can lead to increased resilience, better employee engagement, reduced sickness absence, and higher performance and productivity."

Investing in Employee Wellbeing

So what should employers be providing, and what shouldn't they bother with, to avoid wellbeing washing? A recent poll by the Institution of Occupational Safety and Health offered some interesting and, in some cases, controversial insights.

Examples of staff "benefits" not wanted or needed included:

• Online "wellbeing services."
• Employee assistance programs that focus on out-of-hours issues but don't deal with work-related matters.
• Discounts on holidays (which are still too expensive).
• Wellbeing walks (but with no time to go on them).
• Fruit and ice cream.
• Shopping discounts (but having to pay for staff parking).
• Mental health first aid (described as a "box-ticking" exercise that can sometimes see untrained volunteers do more harm than good).

Moving on, benefits workers say they're not getting but would actually welcome included:

• Work risk assessments for stress.
• Access to a wider variety of healthy lifestyle classes, not just gym membership or yoga.
• More support for women going through the menopause.
• Better mental health support.
• Better management.
• Flexible working.
• A more responsive attitude to worker surveys.

Food, if not fruit, for thought.

Further Resources

Mental Health in the Workplace
Personal Financial Stress and Wellbeing
How Happy Is Your Team Member?
What Is Corporate Social Responsibility?

About the Author:

Kevin began training as a journalist on his local newspaper in 1989. He went on to spend 17 years at The Sun newspaper as a sports journalist and travel writer, and his work has been published in The Daily Telegraph, The Times and The Sunday Times. He joined the Mind Tools content team in 2019 and is also a keen golfer, traveler and eater.

The post Wellbeing Washing: Is "Wellness" Coming Out in the Wash? appeared first on Mind Tools.

Speaking from personal experience, it's a tricky question to answer. I've had great leaders. Ones that have inspired me, guided me, and from whom I've learned a great deal. They're the ones that listened to me, that I knew I could go to with any question or any problem, and they'd do their utmost to support me in my work and my life.

But, I've also had my fair share of not-so-great leaders. The ones that simply didn't really care about me. The ones that forgot my name all the time. They never listened. They were often entirely absent, particularly when I needed them the most. Or, they were always there... the micromanagers. They'd look at everything with an overly critical eye. And while that's not always necessarily a bad thing, it was often the way they delivered their criticisms that stung. Sometimes they could just be plain mean about it. And instead of motivating me, they often did the opposite to the point that work became a pretty bad place to be.

What Is Leadership?

Traditionally, leadership was seen as hierarchical. You had the leader, right at the top... hero-like in the respect and worship they felt was expected from us underlings at the bottom... but also, untouchable and unknowable.

Luckily, in most organizations, ideas around leadership have changed since then. Nowadays, leaders are very much seen as people-centric. They want to work in the best interests of their people, their customers and their stakeholders.

In the first in our new series of videos, we ask What Is Leadership? And explore the four fundamentals of good leadership – as well as some of the key things leaders should avoid.

The Leader as Influencer

Influencing is one of the key characteristics that great leaders demonstrate. This doesn't mean "pushing" people to do things. Instead, it's about encouraging and motivating people to buy into a vision that they want to work toward achieving.

But with influence comes power. And leaders need to understand that they must wield the power that they have in a positive way. Because, if they don't, just like in a game of dominoes, things can end up collapsing around them very quickly.

In the second of our leadership videos, Dunham and Pierce's Leadership Model, we explore how the leader, their followers, and the context (in other words, the workplace and culture) are all interconnected. And how negative interactions between these three can lead to failed outcomes – or, alternatively, how positive interactions can lead to success!

Looking After Your People

When I was young, we used to play a game called "follow the leader." Perhaps you played it too. Essentially, the leader of the gang would stick out their leg, all their followers would do the same. They might pull a funny face, and everyone else would mimic it back, laughing. But, soon the game would get boring, we'd all go off, and the leader, well without any followers, who did they have left to lead?

People are what make leaders. So, if you don't look after your people, or motivate them properly, you'll soon find yourself isolated and alone. Perhaps no longer a leader.

In the final video of our series on leadership, we explore how leaders can look after their people using a model known as Maslow's Hierarchy of Needs. In it, we explore the five different needs that people have, and how leaders can satisfy them to help their followers stay motivated, happy and productive.

The post What Makes a Good Leader? appeared first on Mind Tools.

What's more, your own body language, as a leader, can either enhance or undermine how you are viewed. Positive body language can help leaders be more empathetic and establish better communication. It can strengthen the connection with employees and inspire trust.

To get some tips on effective non-verbal leadership communication, I spoke with Joe Navarro, ex-FBI special agent and one of the world's leading experts on non-verbal communication. Navarro is now an instructor and private consultant to major corporations. He is the best-selling author of over 14 books, including his latest, "Be Exceptional: Master the Five Traits That Set Extraordinary People Apart." I was just as thrilled to speak with Anne-Maartje Oud, CEO and Founder of The Behaviour Company and body language expert.

What Is Non-verbal Communication?

"Non-verbal communication," says Navarro, "is anything that communicates a message but is not a word." It's everything from our facial expressions and gestures, to what we wear, to how well we are groomed.

Even good manners constitute non-verbal body language, Navarro says. "So things such as:

• opening the door for others.
• using a good tone of voice. 
• smiling. 
• being kind. 

"These are all forms of non-verbals, and these are power to businesspeople. Never underestimate the power of being kind and liking others. Period."

You are always on display as a leader, whether in a one-on-one meeting or when virtually presenting to large groups. As Navarro explains, our body language constantly transmits information about our thoughts, feelings and intentions.

How to Improve Non-verbal Communication

Being conscious of the non-verbal messages we send is essential. For one thing, this awareness will help us ensure that our body language matches our words. It will also help us avoid negative body language that could make us appear unfriendly or lacking confidence.

To get you started on improving your non-verbal communication, try these tips from Navarro:

Take Your Time

"One of the things we understand universally," says Navarro, "is that a leader exercises control by how they enter a room, how they look around, and so forth. And, of course, how they dress and the manner in which they walk and carry themselves.

"Leaders don't do anything hurriedly. They don't have to. They're leaders. So, we say that they have temporal control.

"One of the things we see over and over in leadership," adds Navarro, "is this way you carry yourself where you don't have to hurry." 

Use Cadence

Navarro says another way leaders exercise temporal control is that "they take the time to meet and greet everybody, to make good solid eye contact with them. And then they deliver their message. They exercise what we call 'temporal control,' which is they use cadence."

I asked him to give an example of leaders using cadence. "Winston Churchill used this brilliantly," he replied. "Martin Luther King was also exceptional in using cadence. And we saw it also with Abraham Lincoln when he gave the Gettysburg Speech:

Four score and seven years ago, [pause]. 

Our forefathers brought forth upon this continent a new nation, [pause]. 

"Because you're speaking in cadence," explains Navarro, "you're taking up time and the person that controls time, in essence, controls." 

Navarro concludes by saying that "these are things that a leader can use and demonstrate, and in so doing, a leader is communicating that they're in charge because they're not in a hurry. Because they can take their time walking in, walking about, and dominating the conversation by speaking in tones that demonstrate that time is theirs. And, of course, speaking in cadence beautifully controls the attention and time." 

However, your body language shouldn't always be the same for every person you talk to in every conversation. Just like verbal communication, you should tailor your non-verbal communication to fit the context. Here are a couple of examples where some nuance is needed:

Body Language When Navigating a Difficult Conversation With an Employee

Conducting an effective difficult conversation with an employee is a critical leadership competence. You may need to give a negative performance review, deliver stern feedback, or reset an employee's expectations. 

So how can body language help you to handle these difficult conversations successfully?

"That's a great question. First of all," says Navarro, "you have to have boundaries. You have to demonstrate that you are, in fact, a leader, but you are willing to listen. And listen as long as it takes so that the person feels that their message is being received and that they have their say." 

Navarro emphasizes that it's essential to be direct, not fidgeting. "Just think about what you need to say in advance and then just say it. And if you have to tell someone they're being put on notice because they're failing in their task, then you just lay it out, just like that." 

I asked Oud to elaborate on any body language cues a leader should give when handling a difficult conversation with an employee. 

"It depends," replied Oud, "on if the conversation is difficult for you as a leader (maybe you are new to this kind of conversation on how to give constructive feedback) or if the difficulty is there for the employee." 

This is an important distinction. We explored how a leader can make an employee feel comfortable during a difficult conversation.

"Being a good listener helps. Listening is key," explains Oud. "Also, ensure that your posture, gestures and voice are not antagonistic. We can be empathetic with our gestures but also firm with boundaries." 

Our message must be plain and understandable, stresses Oud, "and supported by congruent behavior: a straight posture, a clear voice and good eye contact. Use your eyes to gaze as you listen but not stare with acrimony." 

According to Oud, it also helps to validate the fears and apprehensions of others. "In the end, the message must be conveyed as humanely as possible." 

Body Language When Communicating With a Neurodivergent Employee

Neurodivergent people have a brain that works differently from the average or "neurotypical" person. This includes differences in ways of learning, ways of communicating, or ways of perceiving the environment. 

Should leaders adapt their body language and communication style when talking to neurodivergent employees?

Oud says: "Adaptation is key for anyone who wants to communicate effectively. As a leader, you should observe and understand how you can create comfort during your conversation to help others, yourself and the company achieve the goals ahead." 

"Neurodiversity," she adds, "is such a broad category that may require standing further away or perhaps making less eye contact, slowing down how fast you speak, or changing the tone of voice. Observation is key to determining what will make the other person or team more psychologically comfortable and how to act accordingly."

Focusing on what makes a person more psychologically comfortable ties in with an important principle Joe Navarro talks about: the importance of observing people's signs of "comfort" and "discomfort."

Focusing on these two behavioral clues will give you the necessary information to help you adapt your approach accordingly. It will yield powerful insights that can make you a more effective communicator. Asking yourself, "Are people comfortable or uncomfortable?" is one of the top ways of becoming body-language smart.

Taking Control of Your Body Language

When we seek to learn about body language, many of us look for tips on detecting deception or projecting power. But the overarching message I have gotten from Joe Navarro and Anne-Maartje Oud is to focus instead on observing the signs of comfort or discomfort in others. Using these cues to modify your body language so that others feel at ease around you is a surefire way to become a better communicator and achieve greater success in your interaction.

Discover more about using body language to communicate more effectively, with our recommended resources:

Body Language
Adapting Your Communication Style Video
Body Language Battle Video
What Every BODY Is Saying
5 Moves to Master Body Language Infographic

About the Author:

Bruna is an educator, author and speaker specializing in emotional intelligence, leadership, communication, and presentation-skills training.

The post How to Use Body Language to Be a Better Leader – Tips From the Experts! appeared first on Mind Tools.

While we're certainly not out of the Covid woods yet, most societies have lifted the more stringent lockdown rules. But the workplace cultural sea change precipitated by the pandemic will be felt far into the future, especially by office-based workers.

A Brave New World

On Monday 16 March 2020, every Mind Tools employee received the same email. "All employees, group-wide and globally, are required to work remotely on Tuesday 17 March 2020." If all went smoothly, the company would be officially fully remote by the Wednesday.

I remember where I was sitting when I got the email. I felt like an extra in a science-fiction movie I didn't want to be in. Like many organizations, Mind Tools took the initiative and shut its offices before a mandated lockdown. The initial plan outlined in the email was that we'd go remote for a period of four weeks. I remember thinking, "Four weeks without going into the office?! That's crazy!" How little I knew.

At the height of the pandemic, "shop floor" workers – from surgeons to construction workers – were on the front line, and going to work was an act of bravery. Us office-based workers had it easier, for sure, but we were also thrown into one of the biggest work experiments in world history. Entire workforces became remote practically overnight. And over the next few years, a plethora of new terms entered our work-life lexicon – notably flexible, remote, and hybrid working.

Work Remotely? No Problem

As a Mind Tools editor, I already worked from home twice a week pre-pandemic. But other teams in the company weren't allowed. We had this arrangement for legacy reasons but it was considered precious within the content team and was fiercely protected.

I remember the rationale for why other teams couldn't do the same: it was things like "Finance needs access to their paperwork," and, "Sales needs to be able to make calls." When we were all forced to work from home, those arguments were blown out of the water. And like many companies, we found the move to fully remote went surprisingly well.

The Remote Revolution

Within a few weeks, the pandemic had flattened the barriers to a whole new way of working – and, not only did organizations survive the transition, in many cases things improved.

In 2020, office workers appeared largely happy with the new arrangement, and headline after headline declared that productivity seemed to be increasing with remote work. Research by CIPD in late 2020 found that two-thirds of employers believed the workforce was as productive or even more so than when in the workplace.

There were predictions that workers might never return to the office. Household names like Fujitsu and Twitter talked of a permanent change, the latter saying employees could work from home "forever." Even Mark Zuckerberg said he was "happier and more productive" working from home.

2021 was much the same. Despite optimism that lockdowns were over, job advertisements with "homeworking" in the title increased threefold in the U.K. from the start of 2020 to May 2021.

The Hidden Costs of Working From Home

But there were downsides, too. As remote working stretched on, many believed that younger people were being left behind, missing out on "the largest career-learning cycle" of their lives, in the words of AOL's former CEO.

It was also reported that working from home exacerbated gender inequalities, with women working more hours and bearing the brunt of household chores and childcare. Oxfam calculated that Covid cost women $800 billion in lost income in 2020.

In the early days of the pandemic, remote work was hailed as our utopian future, but by 2022 there was growing concern about the negative impact on mental health from working in isolation.

This is a paradox many have tried to square – reports of improved mental wellbeing from working remotely, coupled with a concurrent rise in mental health crises. The jury is still out on the wellbeing benefits of remote work.

Was There Really a Great Resignation?

But people still embraced remote and hybrid working. Despite the burgeoning backlash, the ongoing experiment in off-site working had shattered the status quo.

Office workers had discovered a new way of life; a new relationship with work seemed possible. You don't need to endure the harrowing commute, you can pick your kids up from school, you can have lunch with your loved ones, and you can still get your work done.

In 2021, this change in our relationship with work went further still. Headlines began to proliferate predicting something of a work apocalypse. Dubbed "The Great Resignation," there was concern that millions of people were poised to quit their jobs. And they did – in 2021, record numbers of Americans handed in their notice. And 2022 demolished that record again, with 50.5 million resignations.

It's a trend that's still unfolding, and there are a lot of unanswered questions. Some consider it more of a "great reshuffle," as pent-up resignations from 2020 are cashed in and workers look for better conditions elsewhere. But in the U.K. at least, there are over half a million fewer workers in the workforce than before the pandemic hit. A government inquiry has been established to investigate why.

Are people just changing jobs? Are people retiring early? Have people's priorities changed? Have the mental health impacts of the pandemic and lockdown inhibited people's ability to work?

The answers aren't clear and the causes are likely to be complex – but the impact is real and poses difficult questions to organizations and policymakers.

Is This the End of Remote Work?

So where are we in 2023? While many people – including staff here at Mind Tools – continue to work largely remotely, there are signs that organizations and leaders are starting to question remote working.

A LinkedIn analysis of its job vacancy postings found that the peak of jobs advertised in the U.S. as "remote" was March 2022. Since then, the general trend has been downward. Well, until January and February 2023, that is – for some reason, there's been a surprising uptick in vacancies offering "remote" this year. Time will tell if it's a blip or a resurgence.

Despite the overall trend moving away from remote work, some governments are embedding this new pandemic work culture in law. The U.K. is currently pushing through several private members' bills related to work, specifically targeting lower-paid employees, including making it a right for British workers to request flexible working from day one of employment – be it compressed hours, or remote or hybrid work arrangements.

Leaders Are Trying to Resurrect the Office

Perhaps, then, hybrid and flexible working arrangements are the way forward – popping into the office a few times a week, or taking a long lunch break to go for a run. What could be better?

Well, when it comes to hybrid work in 2023, battle lines are being drawn between employees and companies, particularly at large corporations (presumably with expensive, impressive offices they want filling). Amazon recently announced that by spring of this year, office workers are expected back at least three days a week. But employees have fought back with a petition demanding a change to the new policy, and 14,000 members of staff joined a Slack channel advocating for remote.

Disney has one-upped Amazon and made four days a week in the office mandatory. Again, employees have launched a petition criticizing the policy. Apple and Starbucks are making similar noises, too.

Tony Danker, director-general of CBI, recently said on a radio show, "You ask most bosses, everybody secretly wants everyone to come back into the office." It seems corporate leaders are increasingly turning against the remote revolution.

But employees have made it clear – remote working (in some form) is what they want. We'll have to see how this fight shapes up the rest of the year. Popcorn at the ready.

What Does the Future Hold?

For my part, working life is unrecognizable from the start of 2020. Back then, I spent three days a week in Mind Tools' South of England office, a gorgeous converted barn nestled in a Sussex nature reserve.

We said goodbye to that office last month and these days I work how I want: I've got my home set-up, sometimes I go to a café, sometimes a coworking space. I can work early or late, from wherever I like.

In many ways, I think I'm still recovering from the shock of the pandemic, in ways I probably don't even realize. Similarly, the way we approach work has not yet settled since the upheaval of 2020 – a new status quo is still forming.

The last few years have unquestionably changed the fundamental contract between worker and employer, at least for office-based work. Where we go from here remains to be seen.

Mind Tool Resources

Here are some resources from Mind Tools that you might like to explore (to see all of them you'll need to be a Mind Tools Club member):

Reconnecting After Covid
Health and Hygiene at Work
Managing a Geographically Dispersed Team
Managing Virtual Teams
Working in a Virtual Team
Virtual Onboarding
Virtually Perfect Meetings Video

About the Author:

Matthew has 10 years of experience writing, editing and commissioning online content. As a content editor, he's worked in several industries – including charity, culture and travel – before finding his calling in L&D at Mind Tools, where he creates accessible, timely and engaging content for learners, across resource types.

The post How the Pandemic Changed the Workplace, Three Years On appeared first on Mind Tools.