This report summarizes the results of the first study on Hub & Spoke model in Poland. Their expansion can be seen around the world. We were therefore curious to know whether - and if so, how quickly - this model is gaining popularity in Poland. And also, how employers and employees approach the dispersed office model. What they expect from it, and where they see threats to such a model of work.
As the new year 2021 begins, company board members have been asking themselves the following question: what should the work organisation in our companies ultimately look like? Which solutions worked well during the pandemic and which must be avoided at all cost in the future? Do the new conditions require additional changes within the facilities offered or within the office space?
This report aims to answer these questions by collating the experiences of several hundred employers and employees. In the report, we will show which aspects of either remote work or working in an office can be rated as effective, which aspects improve employee satisfaction, and which can pose potential threats to the organisation, such as increased turnover rate or inefficient internal communication.
The analysis of the survey revealed a slight preference for working mainly in the office in the opinion of both employers and employees. However, the differences are not significant – therefore, when considering future actions, companies should analyse individual models in terms of the factors that are most important to them. While implementing a particular model, it is worth taking care, in particular, of the areas which pose the greatest threat to the functioning of the business. It should be remembered at the same time that employees have a strong preference for a hybrid working model. Most companies take it into account and plan to continue to operate in a model that involves at least some remote working.
The invaluable benefit of the pandemic is that it has prompted organisations’ managers to take a moment to reflect on their future, their working styles, their performance measures and their employee evaluation metrics. It is possible that the third decade of the 21st century will mark a revolution. From Henry Ford's management style, which was based on the role of “an employee as a cog in the machine”, through the concepts of individualisation and collaboration, building a culture of trust and support, the turquoise management model, job crafting, we are witnessing the development of a new work style.
We hope that the material presented below will allow you to make useful analyses for each organisation in the coming months and, as a result, to make decisions that will foster both employee efficiency and satisfaction.
I wish you an interesting read,
Artur Skiba
President of Antal
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