Many of the conversations caused by the workplace presence circular from the NSW Government have missed an important point, writes Steve Bennetts.

If future workplace programs are designed and implemented correctly this could be a pivotal moment that helps improve the employee experience for public sector workers in the state while lifting productivity.

An area both sides of the work-from-home debate can agree on is the importance of flexibility in working policies. The reaction to the shift is a reminder of how workers expect flexibility in how, where, and when they work, while the official directive states agencies are expected to have flexible work policies and be responsible for designing and managing them – a sentiment further demonstrated in a post to social media from the NSW Premier.

A stumbling block all public and private organisations face however, is that flexibility means different things to different people and leaders. To some, flexibility means getting to choose what times they work; for others it’s what days or where.

One-size does not fit all. This is why as agencies and departments work to respond to this week’s guidance, some of the most impactful things they can do are quickly define what flexibility, support, and resources workers need to be successful working under it. This level of understanding provides a valuable opportunity to better design and implement inclusive programs that meet both the unique needs of workers and the requirements of the department.

The real challenge is how teams work, not when or where

The pandemic has been a catalyst in sparking long-needed change in how all organisations work and operate, and it requires a bigger conversation than just where and when people work. In fact, the real challenge that needs solving is how people work.

Take the often-cited perceived challenges presented by remote work, such as team engagement, learning and development, collaboration, and measuring output. These are challenges solved through rethinking role and organisational design, not location or time of day.

Solving these types of challenges is the opportunity for governments, departments, and agencies. The benefits will be significant as the sector navigates broader changes brought about by new technologies, regulations, attracting and retaining talent, and managing an increasingly diverse workforce.

Laying the foundation for positive change

While the way each department responds will look slightly different, there are general principles to follow to help guide the process – many of which have been followed by organisations navigating similar workplace changes.

The first is listening to employees to understand what’s important to them, how they will be impacted by the changes, and what they need to do their best work. These insights bring multiple benefits, including the ability to rapidly identify and resolve issues through to surfacing future learnings programs can be built around. For example, being able to identify what drives productivity is a powerful strategic insight that can be used to nurture high-performing teams, while finding ways to remove unnecessary complexity can aid well-being.

Insights from employees are the foundations upon which the most successful programs are built  because they ensure a focus and commitment to set individuals, teams, and entire departments up for success.

The importance of people managers in helping departments must not be overlooked at this moment either. People managers and leaders often have an outsized impact on their employees’ experience at work, and so it’s critical these individuals are enabled to meaningfully support and guide their teams – from being able to communicate changes, answer questions, meaningfully resolve queries, and maintain and cultivate culture in the new environments.

Be prepared to adapt

With a renewed focus on redesigning how teams work, alongside a commitment to listening, responding, and helping employees and managers respond to the change, there must be a willingness from governments and departments to continually adapt the programs being developed. People’s preferences and circumstances will change, and there’s a chance unforeseen organisational and operational gaps will emerge in the models being adopted too. Through a willingness to continually adapt and evolve to changing employee needs and expectations, departments will be rewarded with engaged, high-performing, and productive teams.

Attributed to Steve Bennetts, Head of Growth & Strategy – Employee Experience, Qualtrics