9am Monday. You’re at home. Fresh coffee made and laptop open. You’ve checked in with your team at the office. There’s a productive week to be had.
10.15am. Your overall wellbeing changes instantly. An email has caught your attention. Rebecca, the relatively new exec, is going to Barcelona with the company CEO on a business trip. “If anyone should be going then it should be me,” you muse. “I’ve worked harder than her.” “She’s only been at the company for five months.” You send a string of desperate emails to justify your existence. However, the decision has been made. And therein lies the argument; with more employers embracing flexible, remote and mobile working models, when and by what means do they initiate all the important discussions about the expectations and wellbeing of their transient teams?
We know the way we work is transforming. A recent survey of 1,800 UK workers by Deloitte and Timewise found that 78% of employers offered flexible working to at least some degree. However, 30% of employees felt that their status had ‘lowered’ in the office, and 25% found that they had received fewer opportunities than those actually based in the office.
So, should flexible workers be concerned that they are missing out on such opportunities simply because they are not physically visible within the day-to-day workings of business?