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Articles
Navigating the New Work Style
Nov 18, 2009
By: Alison Sfreddo
The 21st century workforce is constantly changing and evolving. There have been a number of changes throughout the past decade that have had a tremendous impact as to how this country’s professional now does business. As both private industry and Government have come to the realization that a content and balanced individual is a productive employee; many have incorporated a number of flexible privileges that allow for a shorter work week and increased independence. With that however, come new professional pitfalls if these perks are not appropriately adhered to. The following are a few reminders as to what is acceptable while enjoying these benefits and what might set you back professionally.
Flex time is a win-win. The idea of a flexible work week is a great relief for many who struggle with commuter issues and family obligations. The concept of a shorter work week is also a benefit for the organization as it reduces overhead costs, increases productivity and improves morale. As flexible work options are and should be considered a tool for supporting employee efforts to balance the demands of work, it is essential to consider at all times that the mission still needs to be completed and deadlines met. Be sure to tie up loose ends and make sure the supervisor understands where the project is and where it is going in your absence. Also, when using this time off to take care of family obligations, be sure to really re-energize your own well-being. A 10-hour work day requires a higher level of energy to maintain and you don’t want to be “burning the candle at both ends.”
Telecommuting is also communicating. Working remotely can sometimes be the best of both worlds for the employee and the employer. However, you will need to connect with your supervisor and team – face-to-face – on a regular basis. Bear in mind that for the senior management and staff, this very new approach to doing business may take some creative scheduling both at home and in the office to ensure that the team or project remains on track and on target. Also, keep in mind telecommuting may be difficult if your work requires use of technological systems which may be costly and complicated to set up at home.
Casual dress is not weekend attire. Many organizations today now allow for a “Casual Friday” in which the rules for dress are somewhat relaxed. This, however, does not imply that torn jeans, a favorite team jersey, or sweat suits are appropriate. Remember that you are still a professional in a professional environment and need to present yourself accordingly. A great rule of thumb is to consider your usual weekday ensemble and take it down one degree. For example, if you are required to wear a suit and tie, than a collared shirt and slacks would be appropriate. Conversely, a woman who usually wears a suit or skirt could wear a conservative blouse and professional slacks.
Opportunities come with obligations. Many members of the younger workforce have been given opportunities that far surpass their elders. As a result, some have come into an organization with an expectation that their professional progression will come swiftly and smoothly. For the new professional, it is important to consider the road and rigors that their more experienced peers and colleagues have taken to get to the place they are now. In addition, the less seasoned professional will need to take into account that their leaders have somewhat different mindsets and perceptions than those of their younger counterparts. Embracing and accepting these differences as well as “taking a page” from their senior leader’s playbook can speak volumes in terms of the next promotion cycle.
As you navigate the new work style and your own circumstances, here are a few things to consider:
-- When was the last time that I met with my colleagues and boss outside of a scheduled meeting?
-- Have I just “popped in” to the office and shared my thoughts on a current project with my colleagues?
With my boss?
Have I asked about their family or interests?
-- Have I really taken into account as to what I would like to learn from my mentor?
-- If given my superior’s position, would I be ready to handle a personnel problem?
A project crisis?
-- While assessing my network of professionals – do I have a broad range of them?
-- As a supervisor, have I made the effort to connect and mentor my younger employee?
Am I open to their generation and experiences?
This article was published in The Training Connection, Inc.'s October 2009 Newsletter.
© 2009, The Training Connection, Inc., All Rights Reserved.
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