The Radical Promise of Truly Flexible Work
Raw Text
Navigation Menu
Subscribe
Sign In
Account Menu Account Menu Hi, Â Guest
Search Menu
Close menu
CLEAR
SUGGESTED TOPICS
Explore HBR
Latest
The Magazine
Ascend
Podcasts
Video
Store
Webinars
Newsletters
Popular Topics
Managing Yourself
Leadership
Strategy
Managing Teams
Gender
Innovation
Work-life Balance
All Topics
For Subscribers
The Big Idea
Data & Visuals
Reading Lists
Case Selections
HBR Learning
Subscribe
My Account
My Library
Topic Feeds
Orders
Account Settings
Email Preferences
Log Out
Sign In
Subscribe
Latest
Podcasts
Video
The Magazine
Ascend
Store
Webinars
Newsletters
All Topics
The Big Idea
Data & Visuals
Reading Lists
Case Selections
HBR Learning
My Library
Account Settings
Log Out
Sign In
Your Cart
Visit Our Store
My Library
Topic Feeds
Orders
Account Settings
Email Preferences
Log Out
Reading Lists
2 free
s
last free article
Subscribe
Create an account
Work environments
by
Ludmila N. Praslova
by
Ludmila N. Praslova
· Long read
Andrei Cojocaru
Summary.
Is it possible for companies to protect employee autonomy, engagement, and well-being, as well as job flexibility while also ensuring efficiency and productivity through a period of economic uncertainty and slower growth? The author’s research into how organizations unlock the productivity of neurodivergent and disabled workers points to a way forward — one that allows leaders to accommodate the unique needs of every team member. Comprehensive flexibility supports stronger engagement and performance, not just on a case-by-case basis but at scale. True, sustainable flexibility is about more than just work location and hours. It encompasses which tasks people do and how they get them done. It’s about making work “fit” people, not the other way around. When organizations center the design of work on humans, values, and long-term success in this way, they become productive, resilient, inclusive, and equitable.
Tweet
Post
Share
Annotate
Save
Nearly four years after the Covid-19 pandemic upended the norms of work around the world, most of us are still struggling to find a new normal. Employers are grappling with a host of conflicting demands. On the one hand, they need to boost productivity and contain costs in the face of inflationary trends and slow economic growth, and shareholders are laser-focused on the bottom line. On the other, organizations must solve what Microsoft’s chief people officer, Kathleen Hogan, has called a “ human energy crisis .” Many workers are burned out and disengaged, still trying to adjust to remote or hybrid work or stressed by return-to-office requirements . Some are also managing health issues — including long Covid symptoms — and caregiving roles. They’re also coping with drastically increased costs of living. According to one survey, 42% of employees say their employers don’t care about them .
Read more on Work environments or related topics Diversity and inclusion , Hybrid work , Remote work and Work-life balance
LP Ludmila N. Praslova , PhD, SHRM-SCP , author of the The Canary Code , uses her extensive experience with neurodiversity and global and cultural inclusion to help create talent-rich workplaces. She is a professor of graduate industrial-organizational psychology and the accreditation liaison officer at Vanguard University of Southern California.
Tweet
Post
Share
Annotate
Save
Read more on Work environments or related topics Diversity and inclusion , Hybrid work , Remote work and Work-life balance
Partner Center
Latest
Magazine
Ascend
Topics
Podcasts
Video
Store
The Big Idea
Data & Visuals
Case Selections
HBR Learning
Subscribe
Explore HBR
The Latest
All Topics
Magazine Archive
The Big Idea
Reading Lists
Case Selections
Video
Podcasts
Webinars
Data & Visuals
My Library
Newsletters
HBR Press
HBR Ascend
HBR Store
Article Reprints
Books
Cases
Collections
Magazine Issues
HBR Guide Series
HBR 20-Minute Managers
HBR Emotional Intelligence Series
HBR Must Reads
Tools
About HBR
Contact Us
Advertise with Us
Information for Booksellers/Retailers
Masthead
Global Editions
Media Inquiries
Guidelines for Authors
HBR Analytic Services
Copyright Permissions
Manage My Account
My Library
Topic Feeds
Orders
Account Settings
Email Preferences
Account FAQ
Help Center
Contact Customer Service
Follow HBR
Your Newsreader
About Us
Careers
Privacy Policy
Cookie Policy
Copyright Information
Trademark Policy
Higher Education
Corporate Learning
Harvard Business Review
Harvard Business School
Single Line Text
Navigation Menu. Subscribe. Sign In. Account Menu Account Menu Hi,  Guest. Search Menu. Close menu. CLEAR. SUGGESTED TOPICS. Explore HBR. Latest. The Magazine. Ascend. Podcasts. Video. Store. Webinars. Newsletters. Popular Topics. Managing Yourself. Leadership. Strategy. Managing Teams. Gender. Innovation. Work-life Balance. All Topics. For Subscribers. The Big Idea. Data & Visuals. Reading Lists. Case Selections. HBR Learning. Subscribe. My Account. My Library. Topic Feeds. Orders. Account Settings. Email Preferences. Log Out. Sign In. Subscribe. Latest. Podcasts. Video. The Magazine. Ascend. Store. Webinars. Newsletters. All Topics. The Big Idea. Data & Visuals. Reading Lists. Case Selections. HBR Learning. My Library. Account Settings. Log Out. Sign In. Your Cart. Visit Our Store. My Library. Topic Feeds. Orders. Account Settings. Email Preferences. Log Out. Reading Lists. 2 free. s. last free article. Subscribe. Create an account. Work environments. by. Ludmila N. Praslova. by. Ludmila N. Praslova. · Long read. Andrei Cojocaru. Summary. Is it possible for companies to protect employee autonomy, engagement, and well-being, as well as job flexibility while also ensuring efficiency and productivity through a period of economic uncertainty and slower growth? The author’s research into how organizations unlock the productivity of neurodivergent and disabled workers points to a way forward — one that allows leaders to accommodate the unique needs of every team member. Comprehensive flexibility supports stronger engagement and performance, not just on a case-by-case basis but at scale. True, sustainable flexibility is about more than just work location and hours. It encompasses which tasks people do and how they get them done. It’s about making work “fit” people, not the other way around. When organizations center the design of work on humans, values, and long-term success in this way, they become productive, resilient, inclusive, and equitable. Tweet. Post. Share. Annotate. Save. Print. Nearly four years after the Covid-19 pandemic upended the norms of work around the world, most of us are still struggling to find a new normal. Employers are grappling with a host of conflicting demands. On the one hand, they need to boost productivity and contain costs in the face of inflationary trends and slow economic growth, and shareholders are laser-focused on the bottom line. On the other, organizations must solve what Microsoft’s chief people officer, Kathleen Hogan, has called a “ human energy crisis .” Many workers are burned out and disengaged, still trying to adjust to remote or hybrid work or stressed by return-to-office requirements . Some are also managing health issues — including long Covid symptoms — and caregiving roles. They’re also coping with drastically increased costs of living. According to one survey, 42% of employees say their employers don’t care about them . Read more on Work environments or related topics Diversity and inclusion , Hybrid work , Remote work and Work-life balance. LP Ludmila N. Praslova , PhD, SHRM-SCP , author of the The Canary Code , uses her extensive experience with neurodiversity and global and cultural inclusion to help create talent-rich workplaces. She is a professor of graduate industrial-organizational psychology and the accreditation liaison officer at Vanguard University of Southern California. Tweet. Post. Share. Annotate. Save. Print. Read more on Work environments or related topics Diversity and inclusion , Hybrid work , Remote work and Work-life balance. Partner Center. Latest. Magazine. Ascend. Topics. Podcasts. Video. Store. The Big Idea. Data & Visuals. Case Selections. HBR Learning. Subscribe. Explore HBR. The Latest. All Topics. Magazine Archive. The Big Idea. Reading Lists. Case Selections. Video. Podcasts. Webinars. Data & Visuals. My Library. Newsletters. HBR Press. HBR Ascend. HBR Store. Article Reprints. Books. Cases. Collections. Magazine Issues. HBR Guide Series. HBR 20-Minute Managers. HBR Emotional Intelligence Series. HBR Must Reads. Tools. About HBR. Contact Us. Advertise with Us. Information for Booksellers/Retailers. Masthead. Global Editions. Media Inquiries. Guidelines for Authors. HBR Analytic Services. Copyright Permissions. Manage My Account. My Library. Topic Feeds. Orders. Account Settings. Email Preferences. Account FAQ. Help Center. Contact Customer Service. Follow HBR. Facebook. Twitter. LinkedIn. Instagram. Your Newsreader. About Us. Careers. Privacy Policy. Cookie Policy. Copyright Information. Trademark Policy. Higher Education. Corporate Learning. Harvard Business Review. Harvard Business School.