Flexible 9-to-5 Professionals Caught In The Digitization Mix: “Give Me Liberty Or Give Me Death!”


The marvels of digital revolution have seen the uberization of telenetworked demand-supply and the gig economy around e-commerce as a result thereof. With the tandem has come waves of organization structural transformation requirements, namely the protracted transition from conventional wage labor and rigid office working hours to telework and gig operations. Lacking progressive measurement at scale, legacy systems exalt résumé standards to queue potential, inadvertently, at the expense of outcome-based accolades. Meanwhile, teleworkers have been retaining more privilege with self-driven reliability while gig operators retain more business with quality of rendered services over time, i.e., with merit. Sadly, most professionals today, particularly those with reputable standards, are yet stuck in the middle of the transition and demanding change.

Progressive outlook set us free, as natural selection overcomes, the age of making money from merit has dawned! The watermark of merit is now a reliable mesure stick of consistency in the form of Customer Review. At the heart of the customer-centic program, work requirements and services that develop with positive reviews are transcending wage labor schemes that handicap organizational efficiency.


IWG, the company in charge of brand management regarding office space for leading companies such as Regus, Spaces, No18, Basepoint, Open Office and Signature providing services in more than 3,300 locations between 1,000 cities in 110 countries, conducted a survey with over 15,000 businessmen in 80 countries worldwide.  The survey showed that over 83 percent of office workers worldwide have arose against rigid punch-in punch-out requirements while 54 percent prefer the ability to pick and choose workplaces over positions in famous organizations. The majority of respondents think flexible working conditions is a crucial factor in their choice of organizations and that a workplace that provids flexibility or at least 2 – 3 days of working outside of the office per week is preferable. A further decisive factor was flexible working environment which took priority over the annual leave benefits they were entitled to.

At any rate, 60 percent of the respondents thought it would be difficult for a long-established organization to adjust themselves in conformity with the newly emerging context as this might affect traditional operational guidelines and organizational culture.  In fact, organizations of this type have a higher tendendy to lose high calibre staff than those providing flexible working.  In the past decade, more than 85 percent of organizations have embarked on additional work policy modifications to allow for better working flexibility which can lead to the following benefits to the organizations themselves:


1. The ability to attract and retain high calibre employees 

Surveys have shown that flexible working can greatly (78 percent) contribute to work/life balance while enhancing work environment.  Thus, any organization that is capable of thrusting its business forward based on this concept will definitely be able to retain its high calibre staff. 


2. The ability to enhance work efficiency 

Staff’s work efficiency is bound to improve provided that they are happy at work and have better mental health.  This is evident as more than 85 percent of questionnair respondents regard flexible working as one of the best factors contribuing to work efficiency enhancement while         21 percent think work efficiency reflects a flexible working pattern.  Given efficient staff who are capable of working and meeting the organization’s target, maximum benefits will be enjoyed by the organization.   


3. Work agility 

Given the prevailing economic fluctuation, both organizations and business operators have given priority to work agility as well as operating cost and expense reduction.  As it happened, 66 percent of the respondents opted for flexible working for the sake of work agility to effectively cope with current economic changes.


4. Lessening trip time to go to work 

More than 40 percent of the respondents thought the time spent in traveling to work was the worst part of working due to heavy morning traffic congestion which results in cumulative stress, that the organization should regard trip time to go to work as working hours and that in ten years’ time traveling to work could be an out-dated practice given the multiple technologies that have currently emerged.   Thus, flexible working that reduces staff’s trip time to go to work is expected to add staff’s working hours to the benefit of the organization. 


5. Telework is the new work context 

The survey also found that 50 percent of respondents thought flexible working was a new context of modern office workers today.  This was because  the majority of them spent 3 – 4 days or more a week working more outside of the office than at the office while more than 70 percent of them stated that work environment was the crucial factor in their decision to change jobs.  For instance, they were more attracted to start-up businesses that allow telework where employees, particularly self-driven with reliable performance in the absence of supervision, are granted privileges to work from home or remote addresses and  hold meetings at a co-working space as well as to cafés decorated as a cozy office as conducive work environment brings about quality work. As feedback results over several decades show that teleworkers often work even harder and longer hours when granted anatomy in order to keep the privilege, i.e., the privilege can be revoked, telework can definitely help organizations enhance work efficiency and, most importantly, retain high calibre staff.       

The digital revolution has torn down the walls that set organizational structures to redefine departmental and individual responsibilities. Por-Piang professionals today think on their feet in industrial and planetary scope and scale, in the context of the remaining century for humans as a species in the remaining universe. They are quick to pounce flexible work that welcomes creativity and are even quicker to stamp out schemes that impose unnecessary confinement and passivity. Given the above-mentioned reasons, it might be high noon for organizations to steer away from work concepts that stiffle self-driven enthusiasm and ownership of performance and transition to new organizational structures that empowers reliable performers with rightly earned autonomy that inturns synchronizes optimal competitiveness on an industry scale. To thrust the organization forward in conformity with the new economic normal, conducive professional environment sits at the heart of the program. It holds the key to effective organization SOPs and thus its competitiveness in the market and reputation.    


Compiled by BLOG.SCGLogistics

References mmthailand.com, techsauce.co, trjournalnews.com

Photos  pixabay.com, resources.workable.com, pinterest.com


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