When it comes to promoting good employee health, companies need to focus on both physical health and mental well-being. 26% feel challenged or unable to cope … BCG: Boston Consulting Group looks at the future of Digital Factories and the future of Manufacturing Technologies The future of manufacturing is exciting. When teams are split between home and office, remote members often feel at a disadvantage during meetings vis-à-vis those who are physically together. And this will be even more critical as companies start to hire new employees who have not built social capital from pre-COVID-19 times. Companies have reacted swiftly to the changes. For Credit Suisse, just a 1% reduction in attrition equates to $75 million to $100 million in annual savings. In the following sections, we present some of these questions, along with examples of solutions that could spark ideas. Future of Work expert Dan Schawbel and Oracle's Emily He discuss. Social Connectivity. In our survey, we were struck to find that of respondents who are managers—and some might not expect all managers to welcome increased flexibility—most are in fact very open to this. A government’s existing talent base is one of its greatest assets; smart investments in this workforce will pay dividends for many decades to come. The responses to the survey yielded unexpected insights. But to do that, they need to start by changing the culture in their businesses. When we looked at respondents who are dissatisfied or doing worse on at least three factors, only 16% (from a small sample size, with a confidence interval of +/- 3% at 80% confidence) said they have been able to maintain or improve productivity. Credit Suisse uses analytics to predict which employees are most likely to quit (on the basis of variables such as team size, managers’ performance ratings, and length of time in a role). This experience is yielding fascinating insights that have significant implications for the way we should organize work. How do you build social capital with new employees who are fully remote? This isn’t a time to sit back and wait for events to unfold. Mental Health. Through these types of initiatives, government can drive the culture changes required to accommodate the changing workforce and meet today’s complex challenges. This means developing new hybrid working models that enable employees to move seamlessly between onsite and remote work, as well as thinking about the appropriate physical space—both size and shape—for the hybrid office. What role does the company play in either providing the physical tools and equipment needed to work from home, such as external monitors and ergonomic chairs, or compensating employees so that they can purchase them? Building the Government Workforce of the Future, the culture changes required to accommodate the changing workforce, A CEO’s Guide to Leading and Learning in the Digital Age, A Blueprint for the Government of the Future, Conquering the Challenges of Agile at Scale in Government. And collaborative productivity is essential for any company looking to improve communication, increase efficiency, accelerate skills acquisition, or harness innovation. While employees who are no longer commuting have more time to exercise, it is easy for them to be sedentary when working remotely. Early Solutions. The desire to innovate in government can be a tough sell in a risk-averse culture driven by public scrutiny and accountability to taxpayers. Governments can use similar techniques to collect data and metrics across agencies and systematically measure the effectiveness of talent initiatives. 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