Adapting to the New Workplace: The Biggest Shifts in Employee Expectations and How Leaders Are Responding

“Employee expectations of organizational culture have shifted tremendously in the last 4 years. What is the biggest shift you’ve seen and what are you doing differently because of it?”

For us, we have seen quite a lot of change but a big change that we have seen is people wanting to truly come to work as they are. We think that is an easy win for companies. Relaxing dress codes and not having the expectation that people will show up in a suit and tie or blazer when they can barely afford groceries seems like a common sense thing to do that won’t cost your company anything other than the time it takes to update your policy to say “”Employees are expected to dress professionally and appropriately for the workplace, taking into consideration the nature of their role and client interactions”.  Why did I leave out the clean and neat and not disruptive or offensive part? Because that part is usually shrouded in bias, and if used appropriately, should be covered under the word appropriately.

Most times those special clauses are used to shame women and people of color, and no one should be shamed in the workplace.  If you don’t want your daughter to be sent home from school because what she is wearing is distracting the boys or other classmates, you shouldn’t do that to grownups either. And if you don’t mind them doing that to your daughter rather than asking boys to restrain themselves, please go ask your daughter how she feels about that.

So those are our thoughts. And here is what 5 thought leaders have to say.

Build Blended Teams for Flexibility

More mothers are working than at any time in history. Beyond this, nearly 85% of the workforce identifies as caregivers today. For this reason—and many others post-pandemic—flexibility has risen to the top of every worker’s wish list.

But not all organizations can offer the kind of flexibility their employees need because work models haven’t evolved fast enough. To remedy this, organizations are converting full-time employees to contractors in fractional engagements. And this presents a wonderful opportunity.

In our practice, we build blended teams of employees and consultants, carefully crafting the right skills aligned to business outcomes. We fold talented folks into existing teams to seamlessly add value without the overhead.

This multi-source team-building requires incredibly thoughtful communications, expectation-setting, and trust. And when it works well, teams are more productive and have lower burnout and attrition, saving time, money, and emotional energy.

Brea Starmer, CEO & Founder, Lions & Tigers

 

Implement Comprehensive Recognition Programs

One of the biggest shifts I’ve observed is the growing demand for a sense of belonging and recognition within organizations. At Rocket Alumni Solutions, we’ve responded by implementing a comprehensive recognition program that leverages our digital platforms for employee engagement. This includes interactive touchscreens that display achievements, fostering a sense of community and belonging.

We’ve also recognized the importance of flexible work arrangements. Many of our employees work remotely, and I make it a priority to ensure they feel connected through regular virtual meet-ups and team-building activities. This approach not only prevents isolation but also helps maintain high levels of productivity and job satisfaction.

Lastly, we focus on open communication and transparency. I hold regular town halls and use real-time feedback tools to keep everyone informed and engaged. By explaining decisions and sharing company updates openly, we’ve built a culture of trust that aligns with the evolving expectations of our workforce.

Chase McKee, Founder & CEO, Rocket Alumni Solutions

Adopt Flexible Work Models

The biggest shift noticed in the past few years is the growing expectation for flexibility. Remote and hybrid work used to be perks, but now they’re expected. People want more control over their schedules and a balance between work and personal life.

To meet this, we’ve adopted a flexible work model. Our teams choose whether to work remotely or come into the office. We’ve also moved from tracking hours to focusing on outcomes—what matters is that the work gets done, not where or when it happens.

Building a sense of connection has been important, too. With less in-person time, we’ve added more virtual team activities and regular check-ins to keep everyone engaged. We’ve also introduced mental-health support, recognizing that well-being is key to keeping people happy and productive.

These changes have allowed us to create a culture that respects both individual needs and business goals, and it’s improved how we retain talent.

Vikrant Bhalodia, Head of Marketing & People Ops, WeblineIndia

Enhance Internal Processes for Flexibility

In the past four years, one of the biggest shifts I’ve seen in organizational culture is the demand for more flexibility and autonomy from employees. At Gig Wage, we’ve adapted by enhancing our own internal processes to align with these new expectations. Leveraging our deep understanding of the gig economy, we apply the same flexible-payment solutions in-house that we offer to our clients, ensuring our team members also benefit from adaptable work environments and schedules.

A specific example from our platform, like the efficiency gain experienced by the CFO of a hospitality-staffing firm, showcases how flexibility in payment cycles helped them focus on core business activities. Similarly, by implementing these principles within our company, we’ve empowered our teams to focus more on innovation rather than on rigid schedules.

Furthermore, the notion of being a “real partner,” as described by the CFO of a business-process outsourcing company using Gig Wage, has influenced how I view organizational culture. I’ve ensured that our workplace culture supports growth and development, much like how we encourage businesses to reinvest in their employees. This approach has kept our team motivated and aligned with the evolving expectations of today’s workforce.

Craig Lewis, Founder & CEO, Gig Wage

Focus on Authentic Engagement

One of the biggest shifts I’ve seen in employee expectations is the desire for genuine engagement and meaningful work. Employees are increasingly rejecting generic corporate cultures that prioritize flashy marketing over real human connection. At The Rohg Agency, I experienced burnout dealing with this disconnect and pivoted by focusing on authenticity and clear communication.

I eliminated layers of inefficiency and restructured my team to be small and nimble, ensuring everyone’s contributions are valued. For instance, by hiring a remote team spread globally, we tapped into diverse perspectives that collectively breathe life into our projects. These changes helped us connect more effectively with clients and their audiences, enabling us to deliver more impactful branding and web-design solutions.

Our approach isn’t about just checking off boxes; it’s about crafting experiences that resonate. This dedication to sincerity isn’t just good for morale—it’s driving better results for our clients, showing that genuine connection is critical both for employee satisfaction and business success.

Josh Cremer, Founder & CEO, The Rohg Agency

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