'One of the largest inequities faced by the 80% is the inability to better balance their lives'
Flexibility is no longer seen as a perk – it’s a verified necessity for many employees. If the pandemic proved anything, it’s that a lot of people can comfortably do their job from home rather – and that they prefer to.
However, this in itself has led to a disconnect – between those who can work from home and those whose jobs simply won’t allow it. This fallout was explored in detail in O.C. Tanner’s 2024 Global Culture Report looking at the inequities faced by the ‘80%’ – that spectrum of workers who spend minimal time behind a desk and so consequently, due to the lack of systems that prioritize their inclusion, feel disconnected and disempowered at work.
“One of the largest inequities faced by the 80% is the inability to better balance their lives and achieve fulfillment,” Meghan Stettler, director of The O.C. Institute tells HRD.
Stettler goes on to reveal those inequities in detail, explaining that:
“At the end of the day, employees notice inequities, and these perceptions can inhibit important connections between employees and their leader and organization, ultimately creating feelings of mistrust, disconnection, and dissatisfaction,” adds Stettler. “Yet, when employees feel like they have a high sense of flexibility, it increases the odds of high fulfilment by 686%.”
These inequities have a way of seeping out into the workplace like a miasma – turning into dissent, disconnection and disappointment. And, as the data reveals, 50% of these employees think their company ultimately sees them as expendable.
“The pervasive gap between how the 80% vs corporate view their experiences at work suggests organizations must move now to make equitable flexibility the new reality for the 80% or face some powerful, but predictable consequences in terms of engagement, retention, and burnout,” says Stettler. “We’ve reached a critical tipping point where companies can no longer ignore the powerful effects equitable flexibility has on the 80%’s desire to join, stay, and to their best work.”
It’s not logistically possible for all employees to enjoy the absolute same level of flexibility – not when certain roles absolutely require on-site presence. However, it is possible to amend schedules and practice autonomy to help those 80% feel more included.
“For example, my dad runs a fastener distribution company compromised of 80% workers,” says Stettler. “He goes the extra mile to understand and champion his employee’s needs and desires inside and outside of work to create greater joy, meaning, and fulfillment. One of his most loyal employees loves to referee American football games.
“Thanks to the flexibility my dad has given him through the years to pursue this seasonal passion, he has now grown his skills, network, and reputation to become a critical referee in the National Football League (NFL)! Without this flexibility, this employee may have never been able to reach such heights—and without this flexibility, my dad may have lost one of his best and most loyal employees.
“In short, employers have the opportunity to change their business by changing the lives of their people for the better by connecting, empathizing, valuing and supporting flexibility for their 80% workforce.”
As Stettler tells HRD, the crux of this issue, as with many others in terms of the employee experience, is practicing authentic recognition. And, as all HR leaders know, recognition can come in many forms – the most important point is that it’s both authentic and consistent.
After all, as O.C. Tanner’s research proves, when employees perceive they have a high level of flexibility, it increases the odds employees have a high sense of appreciation by 12x – with flexibility often being seen as a form of recognition in itself.
“This isn’t to negate the importance of formally recognizing the unique contributions of the 80% worker,” explains Stettler. “Now that the pandemic has all but subsided, the 80% are feeling overlooked and undervalued all over again. Organizations must make recognition equitable too, so every employee, no matter their job or location, can give, receive, and redeem recognition. Recognition for all means having a diverse and flexible recognition program with tangible ‘on-the-spot’ awards, pared with technology and symbolics to ensure no one is left behind.
“This can help you close the pervasive experience gap between the 80% and corporate workers, so everyone feels appreciated, connected, and valued. In fact, when recognition is integrated into culture, employees are 9x more likely to believe the organization cares about them.
“And isn’t that what employees are asking today? ‘Do I matter?’...and… ‘Do you really care’? Recognition lets them know: ‘Yes, we do care about you, we appreciate who you are, and we’re here to help you succeed in life and work.’”
