The latest employee survey (end of mid-year 2021) developed by Kincentric showed that employees of Polish companies are more and more aware of the effectiveness of operations in organizations – 44 percent. Of the respondents positive evaluation of the effectiveness of operations *. This is interesting because even before the pandemic (see Kincentric research from 2019) only 38 percent. Employees believe that work organization allows them to work effectively.
– A more detailed case study of Polish companies shows that the mixed business model is a source of good employee experiences – explains Magdalena Strozic, Senior Consultant, Kincentric Poland. Employees working in the hybrid model have the best perception of the effectiveness of the procedures. Interestingly, employees who work exclusively from home rate this aspect lower – even lower than the average for the entire company.
It turns out that the fact that working remotely or partially may improve employees’ perception of effectiveness. Partial attendance in the office also positively affects the level of employee engagement. Research shows that employees who work exclusively from home have less involvement than employees who have the opportunity to truly communicate with the company on a regular basis.
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Nationwide data confirms that employees also rate the efficiency of their work better**. After the first six months of the year, more than half (51%) of employees rate their personal performance better. For comparison: the positive perception of employee personal effectiveness before the pandemic (2019 and 2020) was 48% each. – The results of our research came to an interesting conclusion: employees of Polish companies perceive the efficiency of operations and the effectiveness of their work a little better than before the pandemic – Magdalena Strozick concludes.
While about 60 percent. Employees announce a willingness to keep working remotely and are likely to return to the office 1-2 days a week, and managers are pushing for a quick return of employees to offices, explaining this with reduced efficiency. Kincentric research shows that about 60 percent. Managers expect to return to the business model from the office (but also 3-4 days a week).
It’s hard to ignore signals from employees who clearly say they expect more flexibility in this regard. But it is definitely worth taking a closer look at the expectations expressed by the directors, succinctly Strózik. To some extent, this can be explained by the managerial style or the desire to return to the specific comfort zone of a manager who wants better control of his team.
Polish employees are positively appraising their managers’ support – in pandemic conditions, results have improved slightly compared to the baseline. 71 percent of employees believe their supervisor sets clear expectations and goals to achieve them (data at the end of the first half of 2021). But … compared to other countries, the Polish coach was and remains a little weaker. 61 percent of Polish employees believe their supervisor encourages and motivates them to do my job to the best of their ability. For comparison: data for Europe 69%; Global data: 74 percent
– Polish managers seem to find it more difficult to build trust in the team, and the period of remote working has heightened distrust and made it difficult to exercise control. This is especially evident in the issue of goal setting, which lost as much as 8 points in 2020 and is now at a lower level than before the pandemic – explains Magda Strozik.
In the second quarter of 2021, many companies addressed the topic of returning to offices, and the announced policies in this regard. At the same time, data shows that after the first half of 2021, employees are increasingly willing to leave the company and are increasingly dissatisfied with the adequacy of wages.
Experts point out that hybrid or remote work can be effective, but certainly not in every industry and not in every position. They also point out other aspects – the effectiveness of telecommuting may be higher in employees with a higher degree of self-discipline and independence, and those with fewer challenges related to working from home.
In contrast, look for a so-called “leadership engagement model” that asserts that companies that invest in building good employee relationships and foster an atmosphere of dialogue and trust get real benefits from increased employee loyalty and greater motivation. In remote and hybrid working conditions, this turns out to be more important than before.
Our research results show that working from home alone does not automatically reduce efficiency. Other studies confirm that employees have reason to consider it more efficient than the work they have to travel to. Therefore, a lot depends on the industry, position, cultural context or even the life situation of the employee – says Magdalena Strózik.
* Kincentric has been asking employees in Poland for years about two main aspects: the conditions for effective implementation of the tasks established by the organization and the individual readiness to perform the tasks in the best possible way.
** Kincentric measures employees’ personal performance based on two questions: The company encourages me to do my job every day to the best of my ability. The company motivates me to deliver more than what my responsibilities define.
