We envision the fully flexible and inclusive future of work
The focus of early 21st century flexibility was on limited family-friendly options designed for the massive influx of women into the workforce. Informal flextime and occasional work-from-home became common for millions of white collar workers. Although the increasingly educated and mobile workforce came to value time as much as money, employers ignored the motivating power of robust rollout of options as diverse as regular part-time, compressed schedules, phased retirement and variants on remote work. Our deep knowledge in each of these areas and our ability to marry their potential to your company’s strategic goals sets our work apart from any competitor.
PARTIAL & PHASED RETIREMENT
We transform the treatment and engagement of an aging workforce
It is a longstanding habit of employers to treat workers 55 and older as approaching a “sell-by” date. In times of severe retrenchment and cost-cutting, longer tenured and higher salaried employees offer tempting targets. The fact that more mature employees possess valuable and hard-to-replace organizational knowledge is not often part of the equation. Post-COVID such assets will be unusually valuable in rebuilding the economy. While surveys show that up to 60% of 55-year olds would like to continue working and ease into retirement, only 5% of employers offer formal phased and partial retirement programs. We pioneered the mutually respectful phased retirement systems that add value and challenge age discrimination, putting to rest employer, employee and manager implementation concerns.
FUTURE OF WORK & THE OFFICE
We incorporate fully flexible workforces into equally flexible workplaces
The near-universal adoption of COVID-driven remote work for the white collar workforce has challenged the need for and nature of costly central offices. Nervous executives and all forms of office developers are rushing to settle on a new office model. The notion of the “hybrid office”, with employees working from home 2-3 days a week with the balance in collaboration-oriented office space is gaining currency. Our research and best practice perspective suggest that this conclusion is premature, based on outdated assumptions. We work with clients to think through and implement the organization’s new ways of working and then create the quantity and quality of central office space that intentionally enriches that work. Exceptional talent demands that workflow, not realtors, shape tomorrow’s offices and their schedules.