How Selected Trends are Impacting the Post Covid Pandemic Workplace

Five Trends that are Dramatically Changing Work and the Workplace

Written well before the ongoing Covid-19 pandemic roiled conventional working arrangements, the article, “Five Trends that are Dramatically Changing Work and the Workplace” by Ouye (2011) makes it clear that innovations in communication technologies are effecting fundamental changes in where, when and how people work. For instance, Ouye (2011) presciently predicted that, “More and more of us are—or will be—working in both non-traditional ways and places, ranging from relying on adaptable furniture and hoteling desks at the central office, to satellite offices, offshore offices, and telework from home” (p. 1).

While the Covid-19 pandemic may have accelerated these trends, it is reasonable to suggest that they would have been realized in varying degrees sooner or later. In fact, Ouye (2011) points out that two of the trends he cites have been taking place since the 1990s. These two trends are: 1) the continuing distribution of organizations; and, 2) the availability of enabling technologies and social collaboration tools (Ouye, 2011, p. 1). These two trends have become sufficiently ubiquitous that they are considered self-sustaining and both are projected to continue to intensify for the foreseeable future.

Beyond the foregoing two trends, three other trends are expected to reinforce the effects of the first two as follows: 3) the coming shortage of knowledge workers; 4) the demand for more work flexibility; and, 5) pressure for more sustainable organizations and workstyles (Ouye, 2011, p. 1). While these three trends are especially pronounced in the information technology (IT) sector, they are increasingly affecting the mainstream workplace as well. Moreover, these five trends combine to introduce profound changes in the way in which people work together rather than having a direct impact on the workplace itself and each of the five trends identified by Ouye (2011) is described further below.

Trend 1: The continuing distribution of organizations. The combination of the relocation of work to less costly locations, the outsourcing of jobs and the need to reduce bureaucratic levels in organizations of all sizes and types has created the need for innovative management strategies and support an increasingly diverse workforce. This need has become even more acute in recent years as the ongoing global Covid-19 pandemic has forced managers and workers to collaborate virtually, and it is likely that many companies will be hard-pressed to persuade their work-at-home employees to return to the office with all of the extra time and expensive that involves.

Trend 2: The availability of enabling technologies and social collaboration tools. This trend has also accelerated due to the above-mentioned workplace changes that were demanded by a virulent, deadly virus, and the software industry has been quick to develop even more sophisticated applications with intuitive interfaces that facilitate synchronous and asynchronous virtual collaboration. It is also noteworthy that social collaboration tools that mimic friendly watercooler banter are also available to help workers keep in touch with each other on a purely social basis. These tools are also an especially important resource to help workers get to know new hires in ways that build productive teams.

Trend 3: The coming shortage of knowledge workers. Here again, the author read the signs in 2011 correctly, and recent reports of workers postponing retirement or retirees returning to the workplace are legion. This trend has been matched by a corresponding reduction in the number of younger people entering the workforce, meaning that organizations will need to pay closer attention to what older workers need to keep them productive in the workplace.

Trend 4: The demand for more work flexibility. After World War I, a popular song asked, “How are you gonna keep them on the farm after they’ve seen Paree?” Likewise, tens of millions of American workers have enjoyed the multiple advantages of working from home in recent years, and the so-called “Great Resignation” is clear evidence that people want more from their work and a better work-life balance than in the past. As Ouye (2011) points out, “Organizations will have to offer less traditional ways of working and more flexibility to attract and retain their best talent” (p. 6).

Trend 5: Pressure for more sustainable organizations and workstyles. The handwriting was also already on the wall in 2011 when Ouye (2011) identified this trend, but the harsh realities of climate change are being driven home every day as extreme and even unprecedented weather events exact a heavy toll on humankind. Although some climatologists caution that it may already be too late, Ouye (2011) makes a good point when he notes that organizations are being forced to develop sustainable business practices that are more environmentally responsible, even if these solutions cost more because the alternative is untenable.