Flexibility in the workplace is no longer the ultimate perk. Today's employees crave autonomy, the power to shape their work and career paths. Let's delve into why autonomy has become the new cornerstone of employee satisfaction and productivity.
Employees Want Flexibility by Way of Autonomy
59% of respondents reported that “flexibility” is more important to them than salary or other benefits
- 77% said they would prefer to work for a company that gives them the flexibility to work from anywhere rather than fancy corporate headquarters
- 61% would prefer if management allowed team members to come into the office when they need to
- The flexibility they want is conditional upon their ability to exercise it in a way that best fits them
Establish principles, not policies
This sets a guideline for best practices without stepping on the toes of any employees for whom a minimum number of days in-office policy may be seen as restrictive or outright impossible for them to fit into the balance of their work life
- If communicated correctly, principles can be just as effective as policies, while creating room to explore new ways of working
Invest in competence and relatedness
Organizations that invest in skills development will improve their employees’ ability to work autonomously
- Continue to invest in your employees’ skills and competencies so that they will be empowered to own the results of their work and thrive in a hybrid environment that requires a high level of autonomy
Why Give Employees Autonomy?
In 1985, two American psychologists Richard Ryan and Edward Deci developed a theory that asserted that intrinsic human motivation – that is, one’s autonomous motivation for personal, psychological growth – is the foundational catalyst of human success and fulfillment.
- If we think of entrusting employees with greater autonomy as the encouragement of self-determination, we can expect a greater degree of satisfaction, fulfillment, and engagement at work because the outcomes are likely to be perceived as the result of their own inherent ability.
Give employees the tools they need to work autonomously from anywhere
A specific location is simply no longer a prerequisite to working effectively or building a company culture: what’s more important is getting the right tools and technologies and using them effectively
- Technology has enabled a further decoupling of work from location and time
- Organizations that give employees the autonomy to choose their ideal way of working and support them with the right principles, training, and tools will result in a more flexible, more motivated, and higher performing workforce
The Relationship Between Autonomy and Flexibility
The easiest way to distinguish these hybrid models from one another is not necessarily by where an employee is working or when, but by the amount of autonomy they are given to decide this on their own
- Low autonomy, low flexibility: The employee is mandated to be in the office full time.
- Medium autonomy, medium flexibility: They can work from multiple locations, but with a minimum number of days required in office each week
- High autonomy, high flexibility: I can work wherever, whenever, with full access to my organization’s office space
