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Just launched! Our Digital Etiquette: Reinventing Work Report

Digital Etiquette tapestry

The time has come to reinvent work.

The world of work has changed forever, but how do we really feel about it? 2022 feels like the perfect time to reinvent work completely.

For the third year in a row, Adaptavist has surveyed workers across four countries to ask the questions we all want to know the answers to:

  • How well are we all adapting to the new world of work?
  • What impact is remote and hybrid working having on our wellbeing?
  • How can leaders reengage and retain people amidst the Great Resignation?
  • Are our digital collaboration tools working for us, or against us?

The results, gathered from 3400+ respondents across the US, UK, Canada, and Australia, provide valuable–and sometimes surprising–insights into the state of work in 2022.

This year’s findings reflect a continuing shift in attitude towards traditional workplace constructs, and the changing dynamic between employers and employees. 

Digital Etiquette tapestry

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How are we working now, and are workers happy with it?

Our survey revealed that 43% are currently working either hybrid or fully remotely, with an even greater number wanting more choice over where they work, how they measure their productivity, and how they structure their days. 

58% of our respondents think productivity should be measured by the quality of their work, not by the number of hours they work. Our report also found that just over a third of the workforce is actively looking for a new job, and that those who have recently switched jobs often find themselves regretting their decision.

We shared this year's findings with psychotherapist and mental health expert, Petra Velzeboer, who believes that we should concentrate on what's within our own power when it comes to evolving the workplace for the future.

"Many people consider leaving their job when it becomes difficult or there is too much uncertainty. However, with so many people regretting their decision to leave, the first step may be to reflect on where you are and if there’s anything within your control to help create change. 

Finding out about your networks, getting involved in changing things from within and offering ideas to your managers and leaders are all ways you can start to see what’s possible - after all, if you’ve been considering leaving, what have you got to lose?"

How are new ways of working impacting our wellbeing?

While people want more control over their work lives, our results show it’s coming at a cost. Isolation, loneliness, and increased workloads are all taking their toll on our mental health. Shockingly, over a third of our respondents feel too overwhelmed with work to connect with their colleagues. 

Although employees enjoy the extra freedom and flexibility of remote work, they still understand the significance of in-person connection with colleagues. In fact, 89% of our respondents believe that in-person interaction is important.

We chatted to Petra Velzeboer about how to audit our own wellbeing practices.

"The wellbeing practices that worked before the pandemic may be different to what works during and after. We can get overwhelmed by all the wellbeing advice that’s out there and think we need to do it all, when actually, what we need to do, is listen to our body, assess where we’re at in life and ask what’s possible for us. And then experiment with different ways to sustain success."

How can employers retain people during the Great Resignation?

This year, our survey found that one-in-three workers are currently looking for a new job. This extension of the Great Resignation is driven by a desire for a higher salary, better work-life balance, and enhanced benefits. 

Is the market still shifted in favour of employees? It would certainly seem that way. But there is some hope for employers looking to hold onto their people, with many regretting their decision to move on. This presents a clear opportunity for employers to focus on their culture, and proactively seek feedback from people before they make the decision to leave.

We asked Petra Velzeboer what leaders can do to engage people in unsettled times.

"None of us have been in a hybrid world before so rather than pretend we know how to manage people through these times, it can be more useful to create space for open conversations where you can experiment with what works together. This takes time and practice! Building trust isn’t about the big things, it’s about the small decisions every day where we listen, create space for others and empower them to find personal solutions!  

A psychologically safe culture isn’t about micromanaging people, but instead trusts people to be adults who are capable of communication and getting their job done. Like everything as a leader, the most powerful influence you can have is by your behaviours and what you do rather than what you say."

How well are our digital collaboration tools working?

Although we now have more tools at our fingertips than ever, workers are still experiencing high levels of ‘tool fatigue’. 57% of people also waste more than 30 minutes during the workday searching for information, which is hitting productivity hard.

This year, we partnered with to understand how their Work OS can make these problems a thing of the past. Look out for their expert insights in this year's report!

Ready for more insights?

These findings are just the tip of the iceberg. Read the report now for more in-depth insights, as we reinvent the world of work.

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About the authors

Joanna Wills

Joanna Wills

Joanna is a Content Marketing Manager at Adaptavist