Agile Working Is Nuanced – Here’s How Leaders Can Pick The Perfect Model For Their Company

Agility is the name of the game in the future of work, with companies from all corners of the workforce offering their own form of flexibility. 

For instance, Airbnb has allowed its employees to continue working remotely, Apple has offered a hybrid model that merges in-office and remote work, while the likes of Goldman Sachs have been eager for a full office return since April of 2020.  

However, there is no one-size-fits-all approach, with worker preferences ranging widely. That’s why taking a more flexible approach to, well, flexibility, is key for sustainability moving forward.  

According to a Gallup poll of 8,000 workers who had remote work capabilities, 56% want a full-time remote model, while just 20% agreed that full-time in-person arrangements will be necessary.   

Not only does having this type of agility give professionals a chance to achieve a true work-life balance, but it also reduces the risk of employee turnover.   

In fact, 50% of employees stated feeling more connected to their employer when provided a flexible work arrangement.    

Still, in order to offer agility, it’s important for decision makers to understand that there is a wide range of what can be considered a flexible workplace.  

One example is the idea of a fully distributed company, where workers are able to access work hub offices around the world and give employers a chance to tap into overlooked talent pools. 

On the other hand, being fully remote more likely means that the organization has little to no office footprint. Workers under this model often work from wherever they please, with no geographical boundaries put in place. 

Understanding the nuance in an agile workplace is critical to longevity, and leaders must have a grasp on the needs of their employees in order to make this arrangement work.