Predicting the Future of Work
A look at the long-term impact of COVID-19 on the day-to-day working model at pits and quarries.
With offices reopening and operations returning to normal, many wonder how the future of work will take shape. It’s a different answer for every industry, and a more complicated one for the aggregate industry where teams are split between the office and the field.
Predicting the future of work requires a look back at how employers responded to the COVID -19 pandemic. For a majority of Canadian employers, that response was to embrace the work-from-home revolution.
“Over the past 16 months, employers that could asked their employees to work from home, which resulted in minimal building occupancy in many instances…. Then there were industries like aggregates where working from home was not entirely possible. It’s not possible to shut down the entire aggregate industry and send everyone home,” says Jason McGonigle, principal, senior EHS practice leader, with Golder Associates Ltd. McGonigle spoke on future work trends during the 2021 OSSGA Operations, Health and Safety Seminar in February.
To keep those quarries, pits and job sites active, employers had to quickly and prudently implement health and safety procedures and policies based on guidance provided by the government and health officials. This mix of work-from-home office personnel and onsite workers has given rise to hybrid workforces, with day-to-day jobs altered by the pandemic.
Today, the question is if this hybrid model will stick and to what degree. In many cases, employers will be compelled to accommodate employees who prefer to work from home and can do so effectively. At the same time, “hands-on” industries will likely maintain pandemic-era health and safety measures for those who need to be physically present.
“I don’t believe the aggregate industry is going to change much in the near future in terms of how work is conducted,” offers McGonigle. “There will certainly be a demand to maintain those enhanced hygiene and social-distancing practices, including maintaining equipment cleanliness following use.”
Some employers will make the call to mandate a physical office presence. There will also be remote staff who prefer to return. In both cases, considerations for office health and safety will need to be made. The pandemic has driven demand for stronger and more consistent cleaning programs, as well as HVAC system upgrades to promote healthy indoor air quality (IAQ). Similarly, employers across every industry will need to take a fresh look at their emergency preparedness plans to ensure they account for pandemic events.
All told, health and safety will remain top of mind among employees for some time to come. In response, companies will need to maintain strict health and safety protocols while communicating their efforts so that staff feel confident returning to their desks or the job site.
RETHINKING OFFICE SPACE
One of the biggest changes to work moving forward may be how employers utilize their real estate.
“The need for real estate is currently being evaluated everywhere, not just in the aggregate industry,” says McGonigle. “With a possible future hybrid model, employers may not require the existing square footage for staff, or the space itself may be used differently and possibly for other purposes. Either way, I do believe that the days of filling as many people as possible into a building will be modified.”
Physical office layouts may also look different. Those managing hybrid teams will likely embrace more flexible office layouts with common workspaces and amenities that can be shared by employees who split their time between home and the company’s headquarters. Moreover, the office environment of the near future may incorporate more connected technologies (e.g., video streaming equipment, hybrid conference rooms, team platforms) to keep hybrid teams on the same page.
There are a large number of workers who are happy to keep working from home and some may not return if forced to come back to the office. Accommodating both teams, and ensuring they remain productive, will take a leadership approach that treats both teams as equals and keeps them connected, engaged and on the same page.
“You have employees who prefer the office setting versus home, and vice versa. A hybrid managerial style will be required to accommodate this new model. Some managers may find that difficult, just as some employees find it difficult to feel as engaged and involved when working from a home office,” says McGonigle.
Managing virtual teams will require a mix of soft skills and technology-driven solutions. Managers will need to be able to interact with virtual teams with the same level of empathy and effectiveness as their peers in the next office, while also remain adept at using team-based software, cloud technologies and streaming technologies throughout their day. It’s a tall order for those who may not be comfortable with technology, but managing hybrid teams effectively will be key to maintaining morale and keeping operations on track.
It’s been a prolonged era of virtual offices, social distancing, and strict job site protocols. While the severity of the pandemic may be receding, many of these new ways of working will remain, in one form or another, in the years ahead. The future of work for the aggregate industry isn’t likely to be a “return to normal” but a continuation of modified practices and policies that keep workers confident, comfortable, and effective – whether they’re in an office or out in the field.