Engaging new ways of work: the relevance of flexibility and digital tools in a post-COVID-19 era

Abstract

PurposeNew ways of working have rapidly increased in organizations, promising employees a better control over their work time, space, and more autonomy. The present study analyzes the relationship between new ways of working and employee engagement and productivity.Design/methodology/approachA survey was conducted to evaluate organizational practices developed based on flexible schemes and the relevance of employee engagement for better productivity based on digital tools. Data were analyzed using structural equation modeling.FindingsNew ways of work requires an integration of workspaces' design, social interaction, and individual wellness. Organizations need to recognize how employees' trust, commitment, and passion are fundamental to face current and future changes. Flexibility in time and space and digital tools for work are critical.Practical implicationsA personalization of organizational practices to support individual well-being and flexible and hybrid schemes of work are needed. Developing policies collaboratively to work together respectfully in a hybrid environment is necessary.Social implicationsHybrid work format is allowing women to balance career and childcare, reducing the wage gap with men. The green imperative has also played a role reducing the amount of carbon monoxide produced via commuter.Originality/valueThe present study exposes how organizational practices must ensure employee well-being and autonomy to perform their tasks. In this regard, employees need to be recognized as individuals, physically and mentally. Attempting to force a one-size-fit-all solution can have detrimental effects on the workforce, particularly on women, people of lower socioeconomic status, and people in less advanced economies. Personalization requests empowerment and democratization at work.