FUTURE OF WORK IN POST PANDEMIC

WORLD

LITERATURE REVIEW

Submitted To- Prof. Anirban Chaudhuri Submitted By- Ankit Sharma

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We talked about the future of work after the epidemic in this literature study. Many
organisations have expressed their perspectives on this topic, with the majority of them
focusing on the Job from Home work model. Work from home culture, hybrid work models, and
flexible working systems are just a few of the primary topics we've covered. Apart from that,
mental health is a major concern that has been raised by a number of organisations.

COVID-19 outbreak has been a part of our lives for about two years now. We were obliged to
stay inside our house when the pandemic began in 2020. The majority of enterprises were
conducted entirely online, and we were introduced to the new Work from Home (WFH)
paradigm. We had no other alternative for working except to work digitally, therefore this
paradigm was technology driven. Zoom and Google Meets were used in conference rooms,
meeting rooms, and seminar halls. From the usual busy 9-5 routine, the work schedule was
adjusted to flexible timings. Employers adapted to the expectations of their employees, and the
system became more human-centred.

As many people were working from home for long periods of time, they have the opportunity to
balance their personal and professional lives. Many workers found that working online boosted
their productivity. Time and money were saved by reducing commuting to work. Working
online, however, has brought with it its own set of issues, including mental health issues.
Working with people from different places, virtual meetings experienced communication issues,
a lack of understanding, and trust.

The future of work after COVID-19

According to the report, COVID-19 has caused several changes in people's working lives, with
many of them either losing their employment or adjusting to working from home. We will
discuss the long-term effects of the post-pandemic economy and examine the long-term impact
on labour demand in eight nations that account for half of the world's population and 62% of
GDP.

The value of physical labour has been stressed during COVID-19. We divided roughly 800
occupations into ten work areas for this study to measure the importance of interpersonal
connections and work nature. Using the medical care industry as an example, we connect with
patients, doctors, and other staff members to learn about their experiences working in such a
stressful environment at a hospital with a limited amount of employees on hand.

We will witness better transformation at workplaces that have been operating physically during
these times after the pandemic since this will aid them in having a better grasp of how to use
resources when they are restricted.

There will be changes in places of employment that have a lot of consumer interaction, such as
retail stores, banks, and post offices, among others. People will be more hesitant to visit such
locations and would prefer to schedule appointments online rather than in person. In addition,
work locations such as hotels, restaurants, and airports will witness less population contact. In
terms of labour demand and food service jobs, work productivity is expected to change in the
long run.

Computer-based work offices, administrative work locations in hospitals, courts, and factories,
for example, will all have various economic implications. COVID-19 has had little impact in

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outdoor production units such as construction sites, farms, residential and commercial grounds,
as these work arenas require less interaction. These venues employ 35 to 55 percent of the
workforce in China and India, respectively.

The most visible impact of the epidemic has been on the labour force, since demand for workers
has soared. Following positive experiences with remote work during the epidemic, some
organisations are intending to start working in flexible offices. As meetings have begun to take
place via videoconferencing or virtual meetings, this will result in reduced business travel. E-
commerce and other virtual transactions are expanding as a result.

During a pandemic, many people find it convenient to shop and conduct business online.
According to statistics, about a quarter of people have begun accessing digital channels for the
first time. Virtual transactions such as internet banking and streaming entertainment have also
become popular. The virtual trend has also caught on with online medical consultation.

Businesses have lowered job share while controlling costs and managing unpredictability by
rethinking work procedures. Companies have begun to implement automation and artificial
intelligence (AI) in warehouses, grocery shops, call centres, and manufacturing plants in order
to reduce burden and increase production.

A New world of Work

Companies have begun to modify workplaces and make policy changes in response to shifting
employee attitudes regarding work. The Omicron version entered the market just as
corporations were getting set to welcome new employees to their offices. Businesses needed to
take a step back and reconsider their alternatives.

Employees began to adapt innovative ways of working digitally, and businesses began to
experiment with newer work models, such as the Hybrid Work Model. To save commuting time,
some corporations chose to relocate closer to their employees' homes. Almost every
corporation is remodelling its current and future workplaces in anticipation of the future.

Employees nowadays have varying priorities when it comes to work-life balance. Employees in
India have begun to spend more time with their families, on leisure activities, or on self-care.
Employees have benefited from the adjustment, and job productivity has grown to some extent.
Some employees want to work during their preferred hours.

Companies have begun to consider their employees' preferences in order to better care for
them. Corporates are concerned about mental health as well, and have been offering employees
with job independence through the use of a hybrid work paradigm. Employees appreciate a
flexible work environment where they may socialise, have fun, and participate in sports in
addition to their work. Businesses are rushing to revamp offices in order to keep up with the
changing workforce. For corporations, 'Regenerative Workspaces' are the way forward.

Companies have shifted their desire toward sustainable workspaces since the COVID-19
outbreak. Seven out of ten employees agree that sustainability is a necessary for today's
enterprises, and that companies should adopt sustainable business methods. This development
in technology has been a step forward for the younger generation, who want to work for firms

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that are more socially responsible, and sustainability could be one of the methods to keep and
recruit talent.

Work from anyplace, work-cation are just a few of the terms we're hearing as the new work
place models emerge. Organizations are using such working styles in order to increase
employee relationships as well as productivity. Professional and personal life will progressively
converge and form a new world of work as the pandemic progresses with its uncertainties. (The
Hindu-2022)

Hybrid Model- A way forward

According to an essay by Quess Corp's Executive Director in the Economic Times, the epidemic
has been prevalent in our lives for about two years. Many people have perished and millions
have lost their jobs as a result of firms switching to Work from Home mode. There is no
guarantee that we will be able to return to our previous normal lives or that we will be able to
adjust to this new normal without intending to do so.

People began to use a hybrid model after the second wave, rather than working entirely online.
Even if the impact of covid-19 is steadily diminishing, many are still unsure about what the
Future of Work will look like. Employees are being called back to work by many firms. However,
most employees choose to work online or in a hybrid mode rather than in an office, claiming
that working online enhanced their productivity and saved them time commuting. Though it
may limit their opportunities to communicate with their superiors, gain new skills, and socialise
with their co-workers.

The businesses are still considering the finest options for them, and for the time being, they are
adapting the Hybrid Model. This concept encourages people to spend more time with their
families, which benefits both their mental and physical health. Employers can also hire
differently abled talented people under this paradigm, which promotes diversity and inclusion.
It also allows employees to have more flexibility.

Despite the fact that about 63 percent of businesses are using the hybrid model, it has certain
drawbacks, including a sense of alienation for new employers and zoom fatigue for many
employees. BPO employment, back-office management, healthcare, manufacturing, and
agriculture, on the other hand, cannot be done from home.

Many businesses are recruiting part-time workers to accomplish specific tasks, as well as
rehiring past sabbatical staff. Employees appear to prefer the hybrid model over the traditional
one. So, for the time being, this will be our new work normal. (Guruprasad Srinivasan, Economic
Times-2022)

Is the World of work forever changed?

Many people were obliged to stay at home and work in an online mode throughout the
pandemic. To save lives or keep economies from collapsing, some workers were compelled to
put their lives in danger.

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According to Vicky Lau, various industries have faced issues as a result of new rules and
regulations, and the introduction of new technologies has led to some people changing jobs or
looking for new opportunities. The number of entrepreneurs has increased since the outbreak.
People would rather be their own boss than work for a company for a predetermined period of
time. Many people prefer the gig economy and frequently change employment. The article says
“people are looking for true fulfilment in their lives and careers”.

Employees' relationships with their jobs have evolved, according to Betsey Stevenson and Justin
Wolfers. People used to keep a professional environment even when they worked from home
before the pandemic. Over the phone, children and dogs were hardly seen or heard. Family
members used to keep their schedules in order to avoid attracting unwanted attention while
one of them worked from home. It's all altered since the pandemic. Employees can work from
home, and there is a more flexible atmosphere now that all of the old barriers have been
removed. Employers were more likely to allow their staff to work in a pleasant setting with a
flexible timetable.

The employees are adamant about not returning to work full-time. They are negotiating their
work location and style based on the needs, and they are avoiding low-paying or high-risk
positions. As people change industries and jobs more frequently and seek new employment, the
number of job resignations has risen. In order to spend adequate time with their children,
around 75% of working parents in the United States wish to adjust their working hours and
make them more flexible. Finally, businesses have become more human-centred.

Tina Brown claims that when employees were able to work from home more easily, businesses
found it more challenging. In the face of requests for a hybrid model, employers were filled with
self-doubt, uncertainty, and powerlessness. It was usual for them to use the excuse of slow Wi-Fi
during meetings.

Maintaining one's mental health in today's world has become increasingly difficult. Workers in
the future will opt to work three days at the office and then work from home.

The covid epidemic, according to Rosabeth Moss Kanter, might be a watershed moment for good
work-life balance. It has provided employees with a flexible work schedule, equal opportunity
for women and minorities, and the possibility to strike a solid work-life balance. (The New York
Times, 2021)

Landscape prior to COVID-19

The pandemic presented a challenge to the management industry in terms of company

continuity, operations, and communications in a virtual work environment. Zoom, MS Teams,
and Skype became corporate lifelines for asset managers as the entire staff moved to a remote
working style. Issues with capacity and connectivity were swiftly remedied, and a heavy
emphasis was made on internal and external communication. (KPMG-2022)

What do organizations need to consider?

Create new working models that allow for a variety of lifestyle options by combining freedom
and connectivity. Work models include Work from Home (WFH), Flex Days, and Flex Hours,

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among others. For the future model of work, review your people development, performance
management, and oversight frameworks. Assess the cyber security and compliance risks
associated with a more remote working style and build a plan to address them as soon as
possible. (KPMG-2022)

Cultural Intelligence

Technology is at the heart of the post-pandemic world. With the shift to a technologically based
employment model, people were obliged to adapt. However, there are several drawbacks to
virtual workplaces, such as decreased trust, miscommunication, limited collaboration, a lack of
position definition, lesser participation, delayed decision-making, cultural differences, and so
on. All of these issues had a negative impact on the team's performance. Cultural intelligence
can help solve these issues. It aids in the development of trust and understanding among team
members, resulting in increased productivity.

Hybrid, Home, or Office?

While the epidemic has pushed us to work from home, it has also eliminated the opportunity for
in-person engagement with our co-workers and the development of good relationships. It is
especially crucial for new employees to communicate with their coworkers, but this has grown
increasingly challenging due to the virtual work environment.

Many of us lack a dedicated workspace at home. The workplace environment, which we do not
have at home, is highly important for working successfully and productively. There are far fewer
distractions at the office, and you can draw a distinction between your personal and
professional lives, which can be extremely crucial at times. Every resource you require is readily
available in the office.

Reducing costs by staying at home is a good idea. Businesses did not have to pay rent, power
bills, or any other costs associated with offices while employees worked from home. Employees
can save money by not having to commute to work.

Working from home provides a great deal of flexibility because you are not bound by your
office's standard 9-5 schedule. You can join the meet over Zoom or Teams instead of travelling
across the nation for your business.

Despite the fact that many businesses and people prefer to work in hybrid mode, it does have
drawbacks. The ability to work in a hybrid mode is industry-specific. Certain industries are
unable to function in this manner. Some professionals, particularly those who are parents or
have to care for family members, may prefer to work from home only in this manner. Young
professionals, on the other hand, may prefer to commute less frequently and work solely from
home. As a result, the system may become unequal. As a result, hybrid mode may be the
solution for some businesses in the future, but only to a certain extent.

To a certain extent, remote work can be effective. Employees have become more productive as a
result of not having to spend as much time commuting. Despite the fact that office work hours
have grown and meetings have become more frequent, the length of time spent in the office has
decreased. Working from home allows employees to collaborate with people from all walks of
life. (Nicholson Glover, LinkedIn- 2021)

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Lund, S., Madgavkar, A., Manyika, J., Smit, S., Ellingrud, K., Meaney, M., & Robinson, O. (2021). The
future of work after COVID-19. McKinsey global institute, 18.

Kane, G. C., Nanda, R., Phillips, A., & Copulsky, J. (2021). Redesigning the post-pandemic
workplace. MIT Sloan Management Review, 62(3), 12-14.

Mangla, N. (2021). Working in a pandemic and post-pandemic period–Cultural intelligence is the

key. International Journal of Cross Cultural Management, 21(1), 53-69.

Grzegorczyk, M., Mariniello, M., Nurski, L., & Schraepen, T. (2021). Blending the physical and virtual:
a hybrid model for the future of work.