Why the boss is not flexible about flexible work arrangements

Ever felt Your boss just doesn’t understand you? That’s because they don’t—especially when it comes to flexible work.

Forum for the Future, a research group composed of relaxation, Run its quarterly”pulse“A survey of focus groups of 10,000 knowledge workers and their bosses in six countries/regions, including the United States and the United Kingdom. In the latest iteration, the Pulse research focuses on locked home work experiments and slow returns The situation in the office-and it’s no surprise that management is more keen to see employees at their desks than to let them work from home.

Research shows that compared with employees, executives are more than twice as likely to expect to go to work full-time—every workday, as in the “before”—as employees, and 44% of executives are eager to commute and go to work. Fluorescent lights compared with 17% of employees. Some bosses are willing to provide a little flexibility, and two-thirds of executives say they want to work in the office most or all of the time.

But employees — or, as the survey determined, “non-executive” knowledge workers — disagreed.More than three-quarters (76%) of people said they want the flexibility of working at home or in the office, and even more, 93% of people want flexibility when They work.

Why doesn’t the boss listen

What is behind this disconnect? Brian Elliot, executive head of Future Forum and senior vice president of Slack, highlighted three main issues. Elliott said that first, executives are more satisfied at work than employees, and job satisfaction is 62% higher than non-executive employees. No wonder: they have better houses, better offices, and higher salaries.

“Even if they work from home, executives have better resources,” he said. “They have a beautiful house with enough space and the ability to afford childcare when the school is closed.” He added that when they are working, the executives’ office doors are closed, not Open desk, Coupled with the autonomy and flexibility of their work-after all, they are responsible. “Executives have a much better experience,” Elliott said.

So it’s no surprise that executives are happier in the office than the rest of us, but some also suffer from a wider confirmation bias, Elliott said, assuming we are as satisfied with the setting as they are. Elliott referred to the second issue as “a focus group”: this is hypothetical, because executives may have been all the way up in the ranks, and they know the current employees’ thinking, despite the many internal changes that have taken place over the decades, especially It revolves around technology and collaborative tools. “This troubles me a lot: In our survey, 66% of executives told us that their future work plans were made with little or no direct input from the employees themselves,” he said.

The third problem that Elliott emphasized is the lack of transparency: If bosses share their future work plans with employees and are willing to listen to them, some of the impact of these executive assumptions will be lessened. The survey shows that less than half of employees believe their boss is transparent about future plans.

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