Feel like Does your boss not understand you? It’s because they don’t — and that’s especially true when it comes to flexibility.
Future Forum, research team with the help of Laziness, runs every three months “Hitting“A survey of 10,000 knowledgeable people along with groups looking after their employers in six countries, including the US and the UK. in the office – and it is not surprising that supervisors are more interested in seeing employees at their desks than in leaving them working at home.
The survey found that managers are twice as likely to want to return to office on a regular basis — every working day, as “past” – than their employees, with 44 percent of managers longing to go home and burning fluffy versus 17 percent of employees awo. Some executives are willing to offer a little flexibility, with two-thirds of the execs saying they want to work in the office more or less regularly.
But employees — or, as this research shows, “less experienced” adults — do not agree. More than three-quarters (76 percent) said they want to be flexible whether they work from home or office, and the vast majority, 93 percent, want flexibility when they work.
Why the bosses don’t listen
What led to his dismissal? Brian Elliot, senior vice president at Future Forum and vice president of Slack, highlights three major challenges. First, managers are more satisfied with work than their employees, sending job satisfaction 62 percent more than non-employees, Elliot says. And no wonder: They have better homes, better offices, and better pay.
He says: “Even if they work from home, the authorities have good things. “She has a nice house with lots of space, able to take care of the children when the school closes.” And when they go to work, he adds, the authorities find offices with closed doors hot desks open, including their independence and flexibility in their work — they are the ones who have the greatest responsibility. Elliot points out: “The authorities are having a hard time.
So it is not surprising that executives are happier in office than the rest of us, but some are even more discriminating, says Elliot, assuming we are satisfied with the way they set up. The second problem Elliot calls the “one-watch team”: is the idea that, because the exec may have passed through the ranks, he knows what the staff is thinking, despite the dramatic changes that have taken place over the decades, especially around technology and resources. “This confuses me: 66 per cent of the supervisors in our survey told us that their future plans are being built without the slightest hint of co-operation,” he says.
The third problem Elliot pointed out was the lack of transparency: Some of the consequences of the above ideas can be reduced if employers share their future plans with employees and find it difficult to listen to their ideas. The survey found that less than half of employees believe that their bosses reflect on future plans.