Remote working continues to create a disconnect between executives and employees, who each demand different working conditions.
Future Forum surveyed more than 10,000 workers globally and found that overall job satisfaction for executives is now 62% higher than non-executives, driven by higher scores on flexibility (+51%), sense of belonging (+52%), work-life balance (+78%) and work-related stress and anxiety (+114%).
Hybrid work will continue into the unforeseeable future and the roll on effects from such a dramatic shift in the workplace are only just emerging, as managers continue to shift the schedules of work-from-home policies.
The issue was covcered at the latest NGEN Media Bootcamp (an initiative of the Media Federation of Australia).
When asked what is the biggest challenge for juniors today, at Sydney's Bootcamp, Simon Odisho, planning director at PHD Media, said:
“Not going into the office.
“Generally, you [juniors] try to get to the office on time or earlier, and leave on time to ensure you show your face, which would help you excel a little bit because you’re there.
“Nowadays, it's a little bit harder because you are only in the office three days a week.
“So I think a big challenge is exposure.
“How much are you exposing yourself at a junior level? How much are you getting into the nuts and bolts of the teams that you work in?
“For me, my big advice would be, put your hand up, try and volunteer to help anyone above you. Work out ways that you can work into your agency better.
“For example, our agency has six or seven different initiatives that allow junior staff to get involved in and helps them get more exposure to different teams.
“Because at the end of the day, your performance isn't just going to be about the work you did for this team or for your client, that will only get you so far.
“But you might have other clients that could work, so that other business directors can see you.
“So making sure you get that breadth across the different agency groups would be good.
“Then the second challenge, I think, is being taken seriously.
“A big thing for me in my team has been talking to my leaders and saying we need to be the champions of giving coordinators and execs the autonomy they deserve.
“So I've been pushing back and saying take my coordinators in because they actually know what they're doing and then they do.
“That is something you can do too, if you have the confidence, talk to your directors and say I would love to be taken more seriously.”
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