Strategies for change

Abstract

The main difference between the work experiences of Laura and her friend is the presence or absence of a trusting culture. It is not difficult to see which of these environments is more likely to encourage initiative, creativity and a willingness to put in extra effort, rather than simply counting down the hours to going-home time. Nor is it difficult to see which environment is more likely to attract and keep good employees. Laura lists the benefits of having a trusting manager and working in a progressive company. ‘There is flexibility that allows you to work in your most productive way,’ she says. ‘You may work better late at night or be working with business partners in another time zone. In my experience, more work gets done in a flexible workspace environment because I can take care of things like getting my car registered. I can work hours at home when I would normally be traveling to and from work. I can do focused work without the distractions that come with sitting at my cube, and I can be completely accessible for tasks that can be handled over email.’

Laura Terheyden is a 30-year-old professional who works in San Francisco’s technology sector. Like many of her peers in Generation Y young people entering, or already in, the workforce — she places a high value on anything an employer can do to make life easier as she focuses on building her career. Being able to decide where and when she works is a big part of that.

She has worked for traditional companies as well as Internet firms, and is now involved in recruitment at Airbnb, a marketplace where people can list and book accommodation around the world online or from a mobile phone. It is part of the so-called ‘sharing economy’, which uses information technology to distribute, share and reuse spare capacity, from office space to private homes and car and bicycle pools.

Laura relishes the freedom to work outside the confines of specified time and place. She says that Airbnb has a ‘very flexible work culture’ where people are encouraged to move and sit with different teams according to the project they are working on.

In a previous role at McKesson, the US healthcare company, she noted that her own work style was worlds apart from that of peers. ‘Some of my friends are amazed when they hear about the flexibility I have,’ she told a conference. ‘A lot of my friends work in places where they feel like they are clocking in and clocking out even as salaried employees. That’s a struggle for them.’

One friend in a finance function felt under pressure to stay in her cubicle and had her movements watched by an older member of staff. ‘The older co-worker, to whom she does not report, expects my friend to be physically present on a routine schedule that matches her own, even though my friend may be working after hours at home or on weekends unbeknownst to her colleague,’ Laura explained.

Laura’s experience was very different. ‘Instead of working 9–5 in an office or designated cube, I may work from home, a coffee shop, a park with Wi-Fi, or have a cube-share with another employee. I work the amount of hours needed to get the job done by the deadline instead of doing the job between certain hours on certain days. It’s just a different way of looking at time.’¹