Flexible work is also a matter of DEI
The Covid-19 pandemic significantly shifted the dynamics of our world. On a global scale, we recorded less air pollution from cars, the development of community care networks, and a large increase in e-commerce. With no other choice but to stay home, government mandates of social distancing introduced non-essential workers to the world of remote work. This resulted in increased autonomy, more psychological safety amongst marginalised groups, and greater flexibility for knowledge workers.
Post-pandemic, a study by McKinsey revealed that 68% of knowledge workers prefer flex work; a combination of remote and in-office work (1). In fact, their research demonstrated that two out of three employees who prefer hybrid models say they are likely to look for other opportunities if asked to return fully on-site.
If companies refuse to rethink the working styles of their employees, they are likely to face attrition within the workforce and fall behind as the world of work continues to evolve. Hybrid work allowed for greater participation from individuals with disabilities, those with caregiving responsibilities, and folks with marginalised identities. Therefore, in this article, we will explore how flexible work is indissociable from improving Diversity, Equity, and Inclusion (DEI) within organisations.
Downfalls of Flexible Work
While flexible work offers numerous benefits, it is not without its challenges. One threat to the success of flexible work is the phenomenon known as proximity bias. “Proximity bias is an unconscious tendency where people in positions of power or leadership tend to favour those who are physically closer to them” (2). This could adversely affect remote workers who would, in turn, receive less favourable evaluations and fewer opportunities due to their distance from their supervisors or managers. While this is one disadvantage of flexible working, it is also an opportunity for managers to improve their leadership skills and proactively address proximity bias. They would be required to conduct more transparent evaluations of their employees. Instead of associating presence with productivity, supervisors should define metrics of success more concisely, therefore reducing inconsistency and bias within evaluations. Although some might associate remote work with a loss of control over employees while they are at home, it in fact demands better leadership and deliberate communication between all members of the organisation.
Who Wants to Return to the Office?
FiveThirtyEight analysed Future Forum's 2021 research and found that among different races and genders, white men were the most eager to return to the office (30%), while black men were the least interested (16%) (3). This comes as no surprise as “professional” culture is historically conflated with white, patriarchal norms, which benefit white men the most. Compared to May 2021, Black employees now report a 24% increase in their "sense of belonging" at work, a 17% improvement in the "value of relationships with coworkers," and a 21% boost in the perception of "being fairly treated” (4).
These disparities highlight the importance of considering the diverse experiences of all employees within an organisation. Flexible work can create a more inclusive environment by acknowledging that the traditional office setting may not be conducive to everyone’s sense of belonging and equity. By embracing flexible work arrangements, companies can break down these barriers, establishing psychological safety for every employee, regardless of race or gender. This shift isn't just beneficial—it’s essential for creating a truly inclusive and equitable workplace where everyone has the opportunity to thrive.
Flex Work for Greater Inclusion
It is estimated that 15% of the global workforce experience some form of disability (5). Considering that stigma and ableism make it difficult for people with disabilities to declare their disability, able-bodied colleagues may not even be aware of the additional challenges that their colleagues with disabilities face. For example, commuting to work may be a significant barrier to participating in the workforce, or attending meetings as someone with an audio impairment would be far more challenging in comparison to an able-bodied person. Flexible work enables people with disabilities to set up their work area in a way that meets their specific needs and reduces the barriers to participation (6). People with disabilities are 11% more likely to prefer a hybrid work model than their able-bodied colleagues, demonstrating that flexible work truly is a matter of DEI.
Another demographic that benefits greatly from flexible work are caregivers and parents, who are disproportionately women. The International Workplace Group 2023 survey found that of the women they surveyed, a staggering 88% believe that the flexibility of hybrid working ‘serves as an equaliser in the workplace’ as they no longer have to sacrifice their caregiving responsibilities for their career. Furthermore, 82% believe that ‘hybrid working allows me to prioritise my family and children’ (7). This is because flexible work can cut down on lengthy commutes and enable autonomy in fitting their responsibilities into their day-to-day work. By embracing flexible work, organisations can promote greater inclusion, enabling these employees to thrive both personally and professionally.
Suggestions for Embracing Flex Work
For companies looking to embrace a hybrid model of working, there are several strategies to ensure its success and inclusivity.
First, invest in robust digital infrastructure and tools that facilitate seamless communication and collaboration, ensuring that remote employees have the same access to resources as their in-office counterparts.
Establish clear guidelines and expectations for hybrid work, including defined goals and performance metrics, to maintain transparency and accountability.
Encourage regular virtual meetings and check-ins to foster team cohesion and provide opportunities for all employees to connect and share ideas.
Offer training programmes for managers to effectively lead remote teams, focusing on combating proximity bias and promoting equitable treatment.
Additionally, solicit and act on employee feedback to continuously refine hybrid work policies, ensuring they meet the evolving needs of the workforce.
Organisations committed to their DEI strategies and the advancement of marginalised groups, including women, BIPOC, disabled, and neurodivergent individuals, should prioritise flexible work. Flexible work enables a greater sense of belonging among employees, allows for greater participation from previously excluded demographics, and most importantly, encourages people to pursue authentic and autonomous ways of working.
At Laudace, we are committed to empowering communities & organisations to become equity-driven and intersectionality-focused through our ED&I Education, ED&I consultancy and Courageous Conversations Series solutions to foster more inclusive cultures, empower marginalized voices, and social impact.
If you're ready to make a real impact on your teams or communities, contact Laudace today. Together, we can ignite a positive transformation within your organization and create a more equitable world.
Sources
(3)https://fivethirtyeight.com/features/why-post-pandemic-offices-could-be-whiter-and-more-male/
(4)https://hbr.org/2022/02/why-flexible-work-is-essential-to-your-dei-strategy
(6)https://flexa.careers/blog/why-you-should-include-flexible-working-in-your-dei-strategy