New working models arising
Hybrid and remote work models, augmented flexibility sometimes even with “work from anywhere”, digital transformation resulting in increased technological integration in the workload, shifting away from traditional 9-to-5 office systems towards result-oriented, flexible environments: many initiatives have been undertaken over the last years to boost employees’ commitment and motivation and boost retention rates.
Some new concepts are more successful than others. For example, Belgium introduced the 4-Day Workweek in 2022, allowing Belgian employees to work full-time hours (38-40 hours) in four days rather than five. Only about 1% of workers are adopting it, highlighting limited enthusiasm for longer daily shifts. Part-time Work seems to be much more popular, with 25% of workers, particularly in service sectors, choosing this system.
Other initiatives like flextime, with a fixed number of hours but the flexibility for employees to start and finish when it suits them most, is also a new way of organising one’s work.
The success of flexi-jobs, allowing employees already working at least 80% to take a second job in sectors like hospitality, benefiting from favourable tax and social security conditions, seems to keep rising. This is especially true amongst young professionals who experience the need to switch at least one day a week from a traditional office job in front of a computer, with flexi-jobs allowing them to meet people in a less formal atmosphere.
Polyworking, the combination of a permanent job with freelance or side projects also seems to be on the rise to grant employees more autonomy and income. The increasing popularity of freelancing/Contractor Work, offering higher autonomy and flexibility than traditional permanent contracts, will probably become even more appreciated by future independents, searching for models that align better with their character and objectives.
Emerging new Management styles
When focusing more on the evolution in management, the trust-based management culture, replacing the old school top-down method, has definitely gained success.
A more democratic, participatory management style helps employees feel appreciated and heard in their daily activities.
Management techniques will undoubtedly also be influenced by the integration of AI, focusing more on helping workers upskill their digital skills on the one hand, but on the other hand trying to enforce commitment and creativity by breaking traditional, hierarchical forms of management.
They include types like the liberated company (self-management), erasing the middle management level and allowing teams to choose their projects and time schedules. The gamified management (gamification) focuses on challenges and points to motivate employees. Total teleworking also arises as an alternative, with members of the same company only meeting each other for periodic incentive and away days together, whereas, on the contrary, “hack management”, an extreme model where employees cohabit, work and live together, fostering intense and continuous collaboration, may in rare situations be privileged.
In each new type of management, Interim Managers will distinguish themselves in their ability to adapt rapidly while achieving their missions with success. The extra benefit for IMs will be to switch regularly between working models and management styles. At the end of the day, who more than them will be able to figure out which are the most effective and suitable?
