26% Of Surveyed Employees Don’t Plan To Work Onsite Again; Most Still Prefer Hybrid Arrangements

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26% Of Surveyed Employees Don’t Plan To Work Onsite Again; Most Still Prefer Hybrid Arrangements
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I am a crisis management/communication expert, consultant, and author of the award-winning Crisis Ahead: 101 Ways to Prepare for and Bounce Back from Disasters, Scandals, and Other Emergencies (Nicholas Brealey). Crisis Ahead was was rated one of best new crisis management books to read in 2020 and 2021— and one of the best crisis management books of all time — by BookAuthority.org. My advice and observations are based on my extensive experience helping companies, organizations, and individuals prevent, manage, and recover from a variety of crisis situations. I'm the former CEO of two trade associations, a PR consultant to hundreds of clients, press secretary for Democratic and Republican members of Congress and political candidates and a consultant for Ogilvy Public Relations and other PR and advertising agencies.

, said, “Perhaps the clearest insight from [our] report is the importance of location flexibility in the minds of employees. Employers have a lot to think about regarding what levers they’re willing to pull for attracting and retaining talent, and should consider what levers are seen as acceptable as part of planning to return to the office."that it saw an increase in the number of people who worked from the office once but did not return for the rest of the calendar month.

He noted that, “The percentage of people coming in 3-4 times a week dropped from 16% in April to under 10% in August.”is on the graduate programs faculty in the psychology and management departments at the University of New Haven. He said, “Even though the situation is very dynamic [and] making careful planning of talent and workplaces [is] tough to do, employers all over the country are having strategy-discussion-table sessions about what talent policy choices they should make.

“Some are trying to be proactive and consider the key factors and stay agile, while others seem to be very reactive and short-sighted in their talent and workplace policy choices,” he observed.Cayer recommended that “employers take the pulse of their current and target workforce, and have a regularly occurring structured planning process.

Review and modify crisis management plans to reflect the impact that the latest developments in the coronavirus crisis has had and will continue to have on all aspects of your organization.

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