There has been a lot of change over the last few years and I am not sure we have yet found the new workplace norm post-Covid-19.
While the City is starting to return to pre-Covid-19 times, with more organisations asking their staff to return to office working, this is not the case with many membership organisations.
We have seen a lot of discussion and change within our membership client base, from those moving to four-day weeks, those going fully remote and others really considering the use of their office space.
So, a four-day week – I expect this perks most people’s interest. Many organisations doing this are actually offering the opportunity to work your contracted hours (say 35) across the four days. For many of my clients, this has gone down well with staff and they believe they have gained, not lost, any efficiency and believe they have more dedicated and committed staff working harder for their cause. But, I guess, what happens when your workforce changes? Does this same commitment and work ethic continue with new staff who were not in place when the policy was introduced? Only time will tell.
And what about those that have gone fully remote? Again, the only problems that have been raised with me are around ensuring that they schedule in regular in-person catch-ups, use technology to continually collaborate, and ensure their policies and employment contracts are up-to-date for the new arrangements. Many of these organisations regularly book ad hoc desk space and arrange monthly get-togethers so they do not lose the camaraderie with colleagues. But, how do you build relationships and keep this camaraderie when people change? After all, one of the advantages of moving to fully remote working is that it allows organisations to recruit from a geographically wider pool of talent.
The other area we have seen much discussion on is around excess space. For those that are leasing, many are considering exiting at their next break clause to consider either remote working or to find more flexible working space. For those that own their property, they are looking at what its value is in use – do they need all of the current space? Are there opportunities to let parts of the building, re-utilise areas or even sell?
Technology
The final area where I believe we will see the biggest workplace change over the next few years is the investment in digital transformation. Almost all membership bodies are looking at their digital strategy, whether that is to bring them in line with current technology or looking at how they support their members in the future. Not only will this be a significant cost for many going forward, but it will lead to changes in the workplace, as the nature and technological competency of some roles within the organisation change. This could impact the finance team, as there is now significant software and apps available for inputting financial data to accounting systems; and publications, campaigns and education as artificial intelligence (AI) could be used to develop content.
AI can also be used to provide data analytics on membership attrition, as well as identifying touchpoints with your members. This can give insight into how they utilise what is on offer and assist in how you engage with members in the future.
The future of the workplace may be different but it gives membership organisations the opportunity to consider how they can best deliver what their members want while reflecting on how those members’ needs may change. They should also be thinking about the workplace challenges their own members may have.
Whether membership organisations choose more flexibility, agility or fully remote working, what is important is that they continue to be that vital source of support for their members, whether individuals or other organisations. This will ensure they continue to provide their members with not only knowledge, support, professional guidance but that sense of community.
Kathryn Burton is partner and head of professional institutes and membership bodies at HaysMac
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