A year or so ago, the business transformation agenda was driven by the adoption of technology and adapting to new ways of working. CXOs today face new challenges that have been accelerated by the global pandemic. In this age of remote working and economic uncertainty, it is increasingly clear that organizations will not be able to meet future challenges with current know-how and practices. Adobe, in its 2021 annual State of Work report highlights what employers are looking to lead in this age of digital transformation, where any previous knowledge and skills are becoming almost redundant.
The researchers found several specific qualities of exceptional Digital Workers and workplaces that stand out as contributing factors to success. The good news is that these attributes can be executed regardless of the technology selection.
#1: Digital workers are resilient
Amid the personal and professional challenges of the pandemic, workers’ confidence in key areas of work ranging from managing time, to learning new skills, to communicating ideas saw an uptick. Especially interesting is that digital workers gained capacity in two of the most difficult aspects of work: collaborating with colleagues across geographies, which rose by 4 points, and dealing with work-related conflict and hard conversations, which rose by 5 points.
Deprived of the energy and inspiration of in-person brainstorming and collaboration, remote workers turned to technology to support a variety of creative activities. The report shows a 9-point rise in reliance on technology to support creativity and innovation, and an 8-point rise in workers relying on technology to develop new ideas.
Robyn Tombacher, global head of workforce management for the marketing firm WPP, has a positive outlook on this shift. Being forced to accelerate the use of digital collaboration tools has been a “gift” for her company. “Our creativity isn’t limited because we don’t sit next to each other,” Tombacher says.
#2: Digital workers are even more engaged
Despite — or perhaps because of — this past year’s events, employee engagement is on the rise. The number of employees who reported feeling invested in their jobs grew from 79 percent to 81 percent. During this same period, the number who said doing their best work was more important than pay jumped by nearly 10 percentage points.
While undoubtedly good news for employers, these findings come with a word of warning: Paired with this desire to make a difference at work is a need that employees have to feel valued. The number of those feeling unappreciated rose by 8 points, and in both the Q1 and Q4 studies, feeling unappreciated was the top barrier to employees feeling invested in their work.
#3: Digital workers have new expectations
While remote employees are more engaged and invested in their jobs, they also have higher standards. One big reason: Digital employees know what a good customer experience feels like, and they bring those expectations to work. So, when technology makes their jobs harder or limits their success, they are willing to walk away. In fact, 49 percent of respondents said they will quit a job if the technology is out of date or hard to use.
These numbers represent more than a desire to have access to the latest and greatest, says Elizabeth Volini, the executive director of JLL Technologies. By failing to invest in the right tools, companies are sending the signal that they “aren’t very concerned with the quality of work or the people doing the work,” she says.
#4: Generations are being impacted differently
Remote workers are not all the same, and are responding differently to the changes and challenges that have emerged over the past year — and into the future. This is particularly true when comparing millennials, those between the ages of 25 and 40, and Gen Xers, who range in age from 41 to 56. According to the data, Gen Xers showed major gains in confidence around communication, including conflict resolution and their ability to build and reinforce trust in a new environment. Millennials, meanwhile, appear to be adapting at a slower pace, particularly with regard to trust. On that issue, millennials reported a 3-point drop compared to the Gen Xers’ 4-point rise.
These trends suggest employers need to address both the technological needs and the “life-situation barriers” impacting individuals and teams.
“We tend to assume that because younger workers grew up as ‘digital natives,’ they’re very comfortable with a technology-enabled workplace and don’t need the extra support,” says Laura Butler, SVP of people & culture at Workfront. “But younger workers haven’t had the opportunity to build collective resilience through a national catastrophe, are still growing their professional networks, and haven’t logged as many years absorbing all the nuances of corporate culture.” Add to this the fact that many have young children at home, and it is easy to see why millennials face an uphill climb when it comes to these topics.
Finally, in today’s fast changing workplace, work is distributed, flexible, and autonomous. Companies must prioritize technologies that make it easy for employees to collaborate, stay aligned across time zones and geographies, and work in the places — and with the right tools. Doing so will boost productivity, direct business outcomes, and help companies attract and keep the best talent, regardless of where or how they work in the days to come.