Future of Remote Work

INCREASING ORGANIZATIONAL RESILIENCE IN THE FACE OF COVID-19

FUTURE OF WORK Ways of working to sustain and thrive in uncertain times

MARCH 2020 Navigating uncertain times ASSESSING THE IMPACT OF COVID-19 The rise of the recent coronavirus identified the need that enterprises must increase corporate resilience and help ensure community well-being by embracing virtual collaboration tools and practices. Recently your company may have decided – or will soon decide -- to perform all work virtually in response to the spread of the virus. What does this mean for your business? Is this a short-term anomaly or a long-term trend? How does your organization continue to work and create value in this new environment?

USING THE FUTURE OF WORK TO GAIN RESILIENCE Companies that have previously embraced future of work practices are likely well positioned to sustain their operations and respond quickly to the demands of navigating COVID-19. In these companies, work, workforce, and workplace experiences are supported by an ecosystem of virtual resources, technology and behavioral norms that define work as a thing we do, not a place we go. As a result, these organizations can mount a holistic response under tight timelines as dictated by this unfolding epidemic.

DELOITTE’S EXPERIENCE We are on the front lines adapting to this new environment just like our clients. We are rethinking where and how organizations respond to the epidemic. We feel it deeply and have visibility on what is happening in companies across most sectors and geographies. With this perspective, we wanted to share some practical ideas on what you as an organization, as a team, and as an individual can do in the short and long-term to adapt and progress in this dynamic environment. Creating a response to the virus Actions in these areas can assist in enabling organizational resilience and maintaining business operations virtually

Engage with Promote Virtual Own the Increase Support Drive Customer Stakeholders Work Narrative for Help Desks Communications Understand the effect of Expand virtual work Develop strong and Understand that the Structure macro and micro COVID-19 on employees capabilities using available consistent communication workforce spans five customer messaging on and partners of the tools and best practices channels to employees generations and includes business response and supporting organization. that support collaboration, and partners. Keep all varying levels of impacts to them and train Provide direct support to productivity and culture stakeholders abreast technology fluency. employees on delivery and groups that are most continuity. Consider of relevant health Enhance virtual work channels. Create or impacted. Create tailored responsibilities of updates, local impacts, support to enable new enhance customer solutions to help resolve individuals, teams, and training, and desired ways of working and support channels to the specific needs of each leadership to help ensure cultural behaviors. support a comprehensive manage and overcome impacted group. success. Consider Confirm messaging employee and partner temporary disruptions. expanding technologies incorporates awareness of experience. Create and Centered Response Centered that underpin virtual the impact on people as communicate a support collaboration. Use data to much as impact on channel to flag and measure the success of business. address compliance

Human - your efforts and expand matters. practices that increase performance. See slides 7-10 for relevant guides.

Institute a Central Monitor Regulatory & Assess Market and Build a Transformation Response Team Health Updates Financial Impacts & Risk Roadmap

Coordinate efforts across Monitor relevant health/travel Access ramifications of changes Organize a set of now, the organization. advisories by geography. on profitability and investment, near-term, and long-term

Preparedness and develop contingency plans investments and changes. Organizational Organizational 3 | Copyright © 2020 Deloitte Development LLC. All rights reserved. to mitigate them. Continue to build Future of Work capabilities In maximizing their response to the virus, companies can create resilience to future threats by applying future of work concepts and practices that are already under exploration

Measure your success with data to help ensure continuous Apply what you've improvement learned in practices, Measure value of the Understand the Explore your changes you make and Start from where places, and technology share value stories with capabilities you people stakeholders. Continuously Use your learnings to drive you are to expand improve and fine-tune need to scale your experience powerful new investments in virtual and remote digital capabilities. digital work Kick off a people technology, practices, people, working experience study to and places. Help reduce your Launch an organizational understand what it takes risk of future threats and Use the tools and practices digital assessment* to to develop an amazing compete against the companies that are already in place to develop a long-term digital workplace for people and of the future. pivot to perform work vision for the partners, no matter where virtually. Use our guides to company. Learn which tools, they are located. develop healthy and effective systems and practices are team norms. necessary to perform more See slides 7-10 for relevant work virtually, better. slides.

+ * Learn more about Digital DNA here

4 | Copyright © 2020 Deloitte Development LLC. All rights reserved. The destination: a transformation of your work, workforce and workplace Each organization will likely need to pull three levers differently depending on their business in order to create the recipe for future resilience WORK WORKFORCE WORKPLACE

In a digital world, machines and Future organizations will identify, The future workplace will blend humans will be enabled to do attract and engage people with the the physical and virtual what they do best independently right skills and experience to achieve environments and will deliver a and in concert with each other. its mission and purpose. consistent employer identity to all types of employees, contractors and Companies will challenge the idea An organization will be made up of other stakeholders. that work should be performed in a many types of workers and will specific physical location by engage partners and other key Personalized experiences will exploring ways to digitize some or stakeholders anywhere in the world. empower people to be their best, all work through advances in balanced selves. robotics, iOT, cloud and other Continuous learning will support technologies. the upskilling needed across the Collaboration tools and platforms workforce to address looming talent will support dynamic work As this automation drives efficiency, shortages. locations and asynchronous humans will focus on innovation, collaboration. An agile mindset will creativity and problem solving. be the norm, and organizations will

5 | Copyright © 2020 Deloitte Development LLC. All rights reserved. value adaptability over procedure. HOW WE WORK HOW WE WORK ON-PREMISE ANYWHERE TOGETHER TOGETHER Work requires people to come together Digital applications and hardware allow to collaborate at the same location at people to collaborate from anywhere Making work the same time to be productive and Work space is optimized for audio, video, valuable real-time collaboration and reliable portable Work is not fully digitized connectivity

Collaborative Groups Collaborative Intentional time set to collaborate across time and space HOW WE WORK HOW WE WORK ON-PREMISE ANYWHERE INDEPENDENTLY INDEPENDENTLY

Digitize work to create dynamic, Work dependent on machines, assets, Productivity applications and robust end and/or technology in a specific location user hardware work-from-anywhere Interdependence of Level experiences Work is not fully digitized Work anywhere with limited or intermittent connectivity Individual Actors Individual Embrace asynchronous participation

Fixed Work Location Dynamic Work Location

6 | Copyright © 2020 Deloitte Development LLC. All rights reserved. Degree of Mobility Remote and virtual work for individuals The behaviors of an individual are vital to tightening communication and effectively collaborating virtually

COMMUNICATE OFTEN WORK EFFECTIVELY EMBRACE TECHNOLOGY

Establish open lines of conversation, Designate a workspace for focus in Utilize technology tools for collaboration: including frequent communication with your home. • Virtual meetings and video your team and open communication with conferencing your client(s). Establish a routine that works best with • SMS and messaging applications your schedule. • Virtual workspaces Dedicate time in your day for informal social interactions. Block “working time” in your calendar Communicate over the phone, especially as needed. when email and IM are not sufficient.

BE ACCESSIBLE MANAGE EXPECTATIONS GENERAL TIPS

Remain contactable via phone and Regularly review your performance with Be ready to offer support to employees through other technologies. team leader. with varying degrees of technical knowledge to optimize and set up their Be "visible"; proactively check in with your Seek logistical feedback; double down on environment for success. team and let them know you're available. practices that work for your team.

Don't be afraid to “power down” at the end of the day.

EXPECTATIONS COMMUNICATION VIRTUAL TECHNOLOGY All team members are responsible Utilize technology tools for collaboration: Team Leaders should review and update for ensuring open and consistent • Virtual meetings and video team member responsibilities, ensuring communication occurs across all team conferencing the clarity of roles and objectives while members, resolving conflict and potential • SMS and messaging applications working remotely. misunderstandings in an effective and • Virtual workspaces timely manner. Use the right channel to ensure your Discussion should include being Overcommunicate, since distributed message is received – sometimes phone reachable, responsive, and dependable. working initially requires a degree of is more effective than chat; sensitive or overcommunication to make sure everyone personal matters should be 'face-to-face' is engaged.

CHECK-INS RISK AREAS GENERAL TIPS

Team leaders should plan consistent Ensure all practitioners are familiar with When organizing meetings, be considerate check-ins to discuss pain points, what’s relevant policies including local geography of attendees from different times zones. going well and what to build further on confidentiality and computer and data Ask professionals to share their ideas and while working remotely. Mental health and security policies. tips on how to continuously provide project satisfaction should be closely excellent service to clients while working monitored as remote work becomes more remotely prevalent. Provide necessary technology solutions (e.g., laptop, cell phone, home network, . VPN/encryption) where not yet available.

ROLE MODEL PERFORMANCE MEASURE SUCCESS

Leadership should role model best Challenge the widespread perception that Engage in continuous performance practices. “face time”, “presenteeism”, or visibility in management. the office equals productivity Enable remote working and value what it performance. enables for individuals and the enterprise. Proactively check-in with team leaders to Provide immediate feedback if things do provide and receive feedback. Work remotely to understand and not go well; help prevent the development empathize with remote employees. of bad habits.

CULTURE TECHNOLOGY MANAGING EXPECTATIONS

Accept that the success of remote working Leverage ever evolving collaboration tools Recognize expectations of external and will be the shared responsibility of and technologies to effectively work as a internal stakeholders, as well as those of employees, managers, and leadership. team when working remotely. each team and individual. Don't be overly prescriptive – allow each Understand and communicate that a team to define their own approach within Encourage remote workers to disengage relationship of trust, respect, open company guidelines. at the end of the work day and maintain communication, and clearly defined an appropriate work-life balance. deliverables is imperative for success.

BE MINDFUL OF AUDIENCE BE PREPARED BE INCLUSIVE

Consider who you invite to meetings, Send relevant materials in advance, Encourage all attendees to participate in whether they are required to attend, what designate a meeting coordinator, and the meeting by leveraging their varied their time zone is, and who is working troubleshoot any technology issues strengths and learning styles. outside normal working hours. ahead of time. Encourage attendees to share their ideas. Ask all attendees to be courteous to fellow Ask all attendees to use headphones attendees by joining the meeting on time. and screen shields if their location is Identify and address accessibility issues. not private. Distribute call notes after the meeting.

BE INTERACTIVE BE COLLABORATIVE BE “PRESENT”

Establish ground rules that encourage In a virtual environment, differences in Video is the next best way to engage teams interaction and engagement, including opinions or approaches can be amplified. and stay connected—no matter how far inviting questions, incorporating polls, Make a concerted effort to invite, listen, apart you sit. When using video, attendees stopping to check in for any questions or and respond to different perspectives. are more likely to turn off distractions, focus technology issues (i.e. bad connection). on the discussion, and be more engaged. Let attendees know that collaboration can, Minimize the meeting duration and and should, continue after the call ends, Address typical concerns with video maximize the value of interacting on the being clear on the proper channels for meetings, including the need to be “camera call. Ask attendees to avoid multi-tasking. follow up points and action. ready” or hide the environment.

HOW I WORK HOW OUR TEAM WORKS HOW OUR TEAM WORK (INDEPENDENTLY) (REAL TIME) (ASYNCHRONOUS) Imagine if you could work from anywhere, at Imagine if every meeting had a shared Imagine if your team had one virtual place to any-time on your personal or work device(s). agenda that was followed. share ideas, content in a persistent, Imagine if your role on every decision that contextualized space. your team makes was clear to you and Imagine if the meeting notes from every others. meeting were available to the team directly Imagine if you could create a shared after the meeting was completed in a collaboration virtual space that can include Imagine if you could spend almost no time shared format. employees, agents, partners, and customers. searching for information you need to get work done. Imagine if everyone involved in a meeting Imagine if you could get quick answers from Imagine if you could see other work that had could see each other to better your team and accelerate your team's ability been done to learn from it and make sure communicate through visual cues. to deliver results. that you do not repeat the effort. Imagine if your team wasted no time getting Imagine if you could integrate other mission Imagine if you could automate some of the collaboration technology to work. critical systems and applications you use into routine, boring work you do. one user experience. Imagine if you could be the champion to Imagine if status reporting type meetings help transform how your company works to were cancelled and moved to a non-real Imagine if when you joined a new team that drive faster innovation and ensure the long- time channel. you could see the history of the term success of our company. conversations, decisions, and content to get Imagine if it was clear which decisions productive quickly. needed to be made, who owns those decisions, and who contributed to those Imagine if you could get a quick response decisions. directly from the right person, without having to go through layers of hierarchy.

ADDITIONAL LINKS:

Digital DNA

Future of Work

Human Capital Trends Report

+ If you would like a copy, please reach out

Erica Volini Steve Hatfield Global Human Capital Leader | Deloitte Consulting LLP Global Future of Work Leader | Deloitte Consulting LLP 2901 N Central Ave STE 1200, Phoenix, AZ 85012 200 Berkeley Street, Boston, MA 02116 D: +1 602-631-5931 | M: +1 617-834-9987 D: +1 212-618-4046 | M: +1 917-439-8845 [email protected]| www.deloitte.com [email protected] | www.deloitte.com

Robin Jones Mark Holmstrom US Workforce Transformation Leader | Deloitte Consulting LLP Future of Work Leader | Deloitte Consulting LLP 30 Rockefeller Plaza, New York, NY 10112 555 Mission Street, San Francisco, CA 94105 D: +1 212-313-1706 | M: +1 917-887-0661 D: +1 415-531-4061 | M: +1 415-652-2160 [email protected] | www.deloitte.com [email protected] | www.deloitte.com

Karen Pastakia Annie Dean Equity Partner | Deloitte Consulting LLP VP of Workforce Transformation| Deloitte Consulting LLP Bay Adelaide Centre, East Tower 8 Adelaide Street West, 30 Rockefeller Plaza, New York, NY 10112 Suite 200, Toronto, ON M5H 0A9 D: +1 212-436-4013| M: +1 203-912-6877 D: +1 416-601-5286 | M: +1 416-318-9151 [email protected] | www.deloitte.com [email protected]| www.deloitte.ca

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