More than a quarter (27%) of hybrid or remote workers believe they are missing out on career advancement opportunities, a new study reveals.
A United Culture survey of 1,000 workers in the UK and US found that millennials and older Gen Zers are particularly affected. Almost half (42%) of respondents aged 35-44 and 37% of respondents aged 25-34 felt they missed out on opportunities due to remote working.
Furthermore, more than half of workers (57%) say they would consider quitting their job if their employer limited their flexible working options. For one in seven respondents (14%), this means leaving their job entirely.
Why companies need to adapt to successfully hire Gen Z
What can Gen Z tell us about promotions?
Seven out of 10 people value Gen Z’s creativity and adaptability, but admit they struggle to manage them.
Dr Daniel Wheatley, Reader in Business and Labor Economics at the University of Birmingham Business School, said: It is (incorrectly) perceived as being more dedicated. ”
He highlighted the loss of “social connection” that is detrimental to remote workers. “As traditional ‘watercooler’ interactions become more limited, so too does the associated teasing and ‘productive gossip’ about upcoming opportunities and the best posture for success.”
Gemma Dale, human resources director and lecturer at Liverpool John Moores University, said the findings are consistent with previous research, which shows that face-to-face visibility often unconsciously influences promotion decisions. We observed that this indicates that there is a possibility of giving.
“Proximity bias is an unconscious bias that occurs when we default to the people closest to us, the people we see and interact with most often in the context of work,” she told People. told Management.
Why does this matter?
Mr Dale highlighted that many people who regularly work from home are parents, carers or employees with disabilities.
He said companies need to closely monitor their data to address this issue and ensure these workers are not overlooked.
“They need to establish who is being compensated, promoted and developed, and evaluate that against their work patterns.
“We know this potential problem exists, so it’s not because people are in the office more often than others or because they’re able to do so as a result of a particular job, but because they have the ability to do so.” We need to prevent that with policies and processes that ensure that we are promoted according to the situation.”
Dr Wheatley warned that in the most extreme cases, remote workers can be marginalized and have fewer opportunities for advancement, as well as having a negative impact on their wellbeing and experience at work.
Why flexibility is important
Flexible and hybrid working remains a priority for workers. The analysis found that achieving work-life balance is a top priority for most workers (43 percent), followed by flexibility (27 percent).
This preference highlights a notable divergence. While many employers are encouraging a return to office work, younger workers appreciate flexibility.
Notably, although more than half (60%) of those surveyed already benefit from some form of flexible working, almost a quarter (25%) do not have access to flexible working. 44% of workers aged 18 to 24 reported a decline in their choice over the past year.
“The fact that so many workers say they would consider leaving their employer if their flexibility is further restricted is a testament to the value of flexibility in working relationships.”Wheat Dr. Lee told People Management.
“Flexible working, including remote and hybrid work, can and does produce win-win outcomes for both employers and employees. The evidence proves it.
Addressing promotion inequity
To address this disparity, Mavis Boniface, director of global operations at United Culture, advised companies to avoid valuing presence over true productivity.
She added: “Ultimately, it comes down to a change in culture within each organization. People who work flexibly must be treated the same and given the same opportunities for growth as those who come into an office.”
Clare Kelliher, professor of work and organization at Cranfield School of Management, stressed the importance of employers reviewing this issue.
“Employers need to ensure that people who work flexibly are not disadvantaged compared to those who do not, or who make less use of their flexibility.
“To do this, we may need to review how promotions and new opportunities are handled, both formally and informally.”
Dr Wheatley emphasized: “We are at a critical moment in shaping the future of the workplace.
“Employers need to embrace the benefits of flexibility and support people who work flexibly to reach their full potential, including by ensuring development and advancement opportunities are available to all.” There is.”
Read CIPD’s thought leadership article ‘Should we stop talking about generational differences?’
