Insurers realized over the summer that COVID-19 is a marathon, not a sprint. The correct metric to use for returning to normal is years, not weeks or months. This realization reflects the ubiquity of the virus and the recognition that we are living through a similar trajectory of the Spanish Flu of 1918-1920. Simple math suggests that we can expect 2019-22 to be a realistic timeline, even if a vaccine becomes available for broad consumption in the latter half of 2021.
The “return to office” that seemed to be a short-term plan back in June has taken on a different meaning. We will likely be remote working for an extended period, encouraging organizations to adapt and refine processes. Organizations will be recruiting in a world where team members come on board remotely; many will find that they need to expand retention efforts.
In an employment world where remote work may be a fixture of future-state labor markets and a growing expectation of workers, the ties that bind may no longer be via face-to-face meetings, regular lunch groups, or serendipitous meet-ups in elevators or coffee shops. The ties that link people together in a team with a shared culture may be another fond memory that fades during COVID-19.
Building new connectors and concerns over what changes in retention patterns may characterize the future have become top of mind with CIO and CTO Novarica Research Council Members. In the early days of the pandemic, the goal was to survive. After falling into the deep end of the digital and virtualized pool, ensuring that no one drowned was enough of a stretch goal. The latest focus is on what comes next.
An interesting development Novarica has seen in this regard is the creation of “remote work officer” positions. The point, as noted in a recent Washington Post article, is to recognize that the evolution of remote work is a cross-functional undertaking. It is not purely an IT, nor an HR, nor a facilities “play.” It has attributes of all of these, of course, and links into corporate communications, culture development, and change management. Thinking remote work will happen independently and effectively because of everyone’s good intentions is simply inappropriate for some organizations. Some have noted that the road to disaster is paved with good intentions.
If it is important enough, companies will dedicate resources toward driving desired outcomes. Our Innovation Tours to Silicon Valley have reminded us of how critical culture is for innovation and—in recognition of this—why Salesforce has created the position of “cultural evangelist.” It is too important to leave it to chance.
One of the attributes frequently ascribed to senior IT leaders is the ability to help their business partners “see around corners.” The impact of the pandemic on future state working environments and requirements is a corner that IT leaders should start considering sooner rather than later.
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