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Productivity Anywhere: the Future of Work for Utilities

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Productivity Anywhere: the Future of Work for Utilities

  1. 1. Future of Work ACCENTURE UTILITIES What’s ahead for remote and hybrid work
  2. 2. Emphasizing net better off is the key to moving to a remote/hybrid workforce model that unlocks human potential By meeting six fundamental human needs through work, companies can unlock their people’s full potential. We call this framework “Net Better Off”. Net Better Off measures and brings into focus what inspires workers’ potential. We found that each of the six dimensions of net better off were significantly correlated with people trusting their employer. Source: CARE TO DO BETTER - Building trust to leave your people and your business Net Better Off, Accenture in collaboration with Marriott International, 2020.
  3. 3. Work has changed forever Workforce policies were built around in-person workers. With the right resources, people can be productive in any environment. Most employees want the future of work to be hybrid. “Productive anywhere” doesn’t describe people who are free of dissatisfaction or stressors. Location should no longer be the focus for leaders. Business growth in an uncertain world depends on a healthy and productive workforce.
  4. 4. People want the future of work to be hybrid*, but hybrid isn’t possible for everyone 83% identified a hybrid model as being optimal in the future and 58% of our sample had already been working in a hybrid model during COVID-19 N=782, Utilities data, Accenture Future of Work Study 2021 *Hybrid: The ability to work remotely between 25% and 75% of the time. 25% of our sample worked fully onsite throughout the pandemic and are likely to remain onsite for the foreseeable future. 64% of the sampled utilities workers prefer a hybrid "Productive Anywhere“ model while 11% prefer onsite and 16% prefer a remote work model 17% of the sampled utility workers were fully onsite during the pandemic; this mainly consisted of field, plant, and operations workers
  5. 5. The mindsets of people in the utilities industry Our research found four mindsets that workers are experiencing toward the future of work. Hybrid workers are more likely to be thriving, while onsite workers are more likely to be disgruntled. Optimistic Fatigue Pessimistic Energized DISGRUNTLED 20% APATHETIC 12% AMBIVALENT 28% THRIVING 40% N=782, Utilities data, Accenture Future of Work Study 2021
  6. 6. Predictors of productivity and health for workers vary between remote environments and onsite locations
  7. 7. Personal resources Autonomy in job Positive mental health Desire to participate in learning High degree of digital skills Strong social bonds at work Work-life enhancement These resources were identified as key differentiators for workers who can be productive anywhere, based on an Analysis of Variance (ANOVA) comparing workforce groups. They have resources to be healthy and productive. People who can be productive everywhere have significantly greater personal and organizational resources than those who can’t be productive anywhere. Why are some people productive anywhere? Organizational resources Organization is agile Organization is intelligent Organization has health policies Organization supports vaccination Organization is digitally mature Leadership is supportive N=9,326, Accenture Future of Work Study 2021
  8. 8. Where can companies begin? Accelerate Modern HR Develop a strategy that ensures workers are Net Better Off as they transition to new workspaces, teams and roles. Cut through new complexities that have emerged to unlock human ingenuity. Design work around people There is no one-size-fit-all model, so organizations must respond to the needs of all types of workers. Organizations that support psychological and physical safety will foster trust. Build digital fluency Digitally fluent organizations have higher growth and are better places to work. Build digital fluency at all levels, designing tailored skilling and learning paths that serve different needs. Lead with humanity Responsible leaders create environments in which the Modern Board, CEO and C-suite make sure workers are Net Better Off. They build a fail-fast culture of ongoing experimentation and improvement. No one knows exactly what the future will look like, but we do know what workers need to thrive anywhere. Utility leaders can begin by redefining work policies and strengthening worker-employer relationships.
  9. 9. Building the foundation for a spectrum of work models As utilities look to determine their optimal workforce approach, there is a spectrum of work models with myriad considerations to be thought through to build the appropriate foundation for their people Fully return to office Fully remote Employee-driven set schedule Ad-hoc Company-driven set schedule 1 OPERATIONAL CONTINUITY & WORKPLACE SAFETY 2 WAYS OF WORKING 3 DIGITAL COLLABORATION 4 COMPENSATION, BENEFITS & TAXES 5 EMPLOYEE RETENTION & HIRING 6 CULTURE & EMPLOYEE ENGAGEMENT 7 MONITORING & MEASUREMENT KEY CONSIDERATIONS
  10. 10. Overcoming barriers to a hybrid workforce Employee-LeaderEngagement There is a real risk of being out of sight, out of mind and missing opportunities for career progression, information and development. There is a need to manage the risk of building a two-tier workforce. Inter-Generational Needs While experienced workers with workplace etiquette and established networks are happy to work from home, new entrants into the workforce and Gen Z colleagues are missing opportunities to build networks, learn work-life etiquette and impromptu learning experiences from proximate interactions. Talent Sourcing The benefits of accessing global talent pools, particularly in low-cost locations are obvious. Organizations need to consider the unintended consequences such as increased job competition in higher cost markets. Mental Health Early research into the health impacts of sustained remote working include loss of purpose and motivation, anxiety and isolation. These effects may be long lasting or permanent. Cybersecurity Concerns Companies are utilizing remote working systems, some of which have not been tested as part of their core security operations. The increased cybersecurity risks are a challenge many companies are still grappling with. Physical Health & Safety Employers have obligations towards people’s physical as well as mental health, even when working from home or third-party premises. Organizations need to understand where their obligations start and stop to effectively manage their health and safety obligations. Homeworking Infrastructure People working from home may face IT and infrastructure challenges such as slow Wi-Fi, bandwidth-choking video calls and software performance. IT and technology departments need to look at how they can effectively scale support for a virtual workforce. Tax Considerations Some employers are changing remote work policies and allowing employees to relocate. This can create new challenges for mobility professionals, increasing the complexity of managing tax and insurance risks during the pandemic and beyond. PEOPLE WAYS OF WORKING WORK LOCATION TECH & SECURITY
  11. 11. What we’ve been discussing with our clients Leadership buy-in and alignment on vision is critical How will storm roles be impacted as the workforce distributes? Employee input is critical; they want to be heard Flexibility is key as organizations will need to adjust their approach over time How do we make sure the field, plant and onsite workers don’t feel left out? Where can employees live (or NOT live)?
  12. 12. Contacts Elizabeth M. Aguilar Senior Manager–Strategy & Consulting, Talent & Organization, Accenture Chris Manshio Managing Director-Strategy & Consulting, Talent & Organization Jessica Broms Senior Manager–Strategy & Consulting, Talent & Organization, Accenture Disclaimer This document is intended for general informational purposes only and does not take into account the reader’s specific circumstances and may not reflect the most current developments. Accenture disclaims, to the fullest extent permitted by applicable law, any and all liability for the accuracy and completeness of the information in this presentation and for any acts or omissions made based on such information. Accenture does not provide legal, regulatory, audit, or tax advice. Readers are responsible for obtaining such advice from their own legal counsel or other licensed professionals. About Accenture Accenture is a global professional services company with leading capabilities in digital, cloud and security. Combining unmatched experience and specialized skills across more than 40 industries, we offer Strategy and Consulting, Interactive, Technology and Operations services—all powered by the world’s largest network of Advanced Technology and Intelligent Operations centers. Our 569,000 people deliver on the promise of technology and human ingenuity every day, serving clients in more than 120 countries. We embrace the power of change to create value and shared success for our clients, people, shareholders, partners and communities. About Accenture Research Accenture Research shapes trends and creates data-driven insights about the most pressing issues global organizations face. Combining the power of innovative research techniques with a deep understanding of our clients’ industries, our team of 300 researchers and analysts spans 20 countries and publishes hundreds of reports, articles and points of view every year. Our thought-provoking research—supported by proprietary data and partnerships with leading organizations, such as MIT and Harvard—guides our innovations and allows us to transform theories and fresh ideas into real-world solutions for our clients. For more information, visit www.accenture.com/research

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