Global talent mobility and the flexible workforce

Remote working remains popular for workers despite some companies trying to tempt them back into the office. As many as eight in 10 companies accelerated the adoption of flexible working because of the impact of the pandemic, and workers have not been universally keen to return to full time, onsite work patterns, if their roles allow it.

With nearly two in three organisations expecting their office workers to be onsite only one or two days a week, the expectations of organisations and employees of where work happens, at least for non-frontline workers, have changed forever. It’s a sensitive issue, with three in 10 people viewing a lack of flexible working as a reason to change jobs – in professional groups, that figure can soar to as many as seven in 10.

The impact on financial services organisations

So, it’s not unsurprising that in the war to attract and retain talent most HR professionals (84%) say that flexible working is a key part of their talent attraction and retention strategies and that the vast majority (85%) expect remote working requests to increase this year. Many have moved to a trust-based approach that sees people working from home full time or choosing when they join their team in the office.

This all makes great sense in the war for talent. But as recent research highlights, greater flexibility and trust also bring with them greater risks that can create problems if not managed properly.

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