Matt MonetteRecent moves by companies like HSBC and John Lewis to enforce stricter return-to-office (RTO) mandates shows a resurgence of the traditional mindset that being “seen” equates to being productive. However, when bosses cling to outdated ideas about the proximity of their workforce, they risk missing out on a wealth of talent eager to contribute from afar.
It’s time for a rethink. Especially as workers feel increasingly more anxious about the pressure to feel visible. Across the UK, 40% of the workers we surveyed felt that being ‘out of sight’ would impact their chances of promotion and progression. This puts their happiness – and willingness to stay – under threat.
Doing away with this outdated mindset and adopting more flexible hiring and workplace policies is crucial, as it opens up new opportunities to hire and plug crucial skills gaps, unshackled by geographies.
This shift also reduces pressure on employees to be physically present, allowing them to be recognised for their contributions rather than visibility.
The new working world
Workers are showing a growing desire to pick where they live on their terms rather than being influenced by where their office is.
Whether to reduce housing costs, be closer to family or enjoy a better quality of life. 61% are even willing to make practical compromises like adjusting their working hours, to make it possible to live further away.
But despite this willingness to adjust, many employers remain stuck in the past. 58% still express a strong preference for hiring talent that lives within commuting distance – let alone the same country. And that’s despite the majority acknowledging that this makes it harder to get the skills their organisations need.
When companies stick to outdated hiring practices that prioritise physical proximity, they narrow their access to diverse, global talent. Different countries have different specialties, and neglecting to look to those regions for specific skills is a mistake.
Is the status quo doesn’t change, businesses won’t just continue to struggle to find the right local talent, they also risk letting the people they do have grow dissatisfied and leave. Leaders need to ask themselves: ‘is that worth being able to see my teams hard at work?’
Building high-performing teams today means fostering trust, embracing flexibility and creating inclusive environments. If workers don’t feel valued they can’t be expected to do their best work – and that applies whether logging on from home or the office.
Making the most out of the global talent pool
Expanding hiring practices beyond borders can seem daunting, but the payoff is significant. By broadening the search for talent internationally, businesses gain access to a wider, more diverse candidate pool – one that brings unique perspectives and a huge variety of skills to the table.
Nevertheless, hiring from other countries introduces complexities – employment law compliance, payroll regulations, benefits management and tax obligations vary from region to region, for instance. That’s why if they don’t have a tool already, HR teams should look to platforms that make it easier to manage the logistics and compliance considerations of global hiring.
However, unlocking the benefits of remote and global workforces isn’t just about infrastructure – it’s about ensuring employees feel included and valued no matter where they are. If fully-remote or international employees are to thrive, they must be able to see a clear path to growth in line with their in-person peers.
That starts with creating equitable access to training and development. Tailored career frameworks, built around competencies and outcomes rather than presence, allow employees to track their growth and get a sense for their future within the company.
The onboarding experience also plays a crucial role. Ensuring remote employees have access to everything from tech to co-working memberships shows a commitment to their success. Communication is key in every workforce, so making sure the right Slack channels or Google Meets are set up is crucial in building rapport amongst employees.
And then there’s payroll. Companies must ensure reliable, on-time payments – in the right currency, with full transparency. When disparate employees feel confident they’ll be paid on time, it sends the message that their employers don’t view them any differently from those who show up to HQ.
Moving forward
The pandemic proved that productivity doesn’t only happen within the walls of an office, but cultural shifts have made some forget that. However, a return to old ways, rather than embracing what’s become possible since, threatens the success of those who cling to those outdated ideas of what it means to be at work.
Today, it’s never been easier to tap into great opportunities from afar – and that goes for workers and businesses alike. For the former, they can choose an employer that speaks to them while gaining more control over their personal lives. And for organisations, they can take advantage of skills in other regions that the UK lacks,
Great talent exists everywhere; the onus now falls on bosses to make the most of it, for the good of their bottom lines and workforce.
Matt Monette is country manager UK&I at Deel
