Victoria’s stringent COVID-19 lockdown in 2020 forced dramatic changes to daily patterns and workplaces. Large organisations had to deal with teams working from home and scrambling to remain productive.
To inform strategies for effective communications and interventions that would support a new blended model of working from home and in the office, Melbourne Water (MW) engaged BehaviourWorks (BWA) to research beliefs and attitudes among workers.
MW’s New Ways of Working agenda aims to enable blended working as an effective and sustainable option for MW employees; a conscious shift from remote working being an option that may be available on an individual basis to something that’s effectively enabled through systems, policies and practices across the business.
BWA employed a range of techniques to explore attitudes and beliefs surrounding remote working, identifying potential enablers and barriers to supporting blended work as we move from the pandemic phase to ‘post-pandemic’ or ‘new normal’ phase.
The research project was designed to cover three phases:
In this first phase, BWA conducted a rapid literature review on remote or flexible work arrangements. We then conducted belief elicitation interviews with MW staff to help understand the drivers and barriers to remote working.
Practice interviews were also conducted with MW staff around remote working arrangements in the future.
From the belief elicitation interviews, a belief elicitation survey was developed and shared with the wider MW organisation. Workshops were also held to gain feedback and learn how staff can support new ways of working, with the leadership team holding a workshop on how to implement the new arrangements.
BWA also conducted its own internal Hackathon into behavioural interventions to support remote/blended working arrangements.
MW employees (predominantly office- based).
The belief elicitation interviews and survey revealed a number of beliefs among ‘high intenders’ (those intending to work remotely) and ‘low intenders’ (those less enthusiastic about the idea).
High intenders reported upsides such as:
For low intenders, downsides include:
Both groups saw the blending of work and life from opposite points of view – as a benefit or a drawback.
Productivity, connection and wellbeing were seen to be enhanced or reduced, depending on the individual’s experience of remote working.
Teams also adapted differently to remote working. Some were trialling new work practices; others looking for direction.
The issue of physical presence in the office was raised; the belief that proof of commitment to the organisation was measured by simply being in the office and that there is an unspoken pressure to be seen at work.
Leadership is clearly key to the success of these new blended working arrangements.
MW is an unusual organisation for exploring this complex issue and striving to support new ways of working into the future.
Many other ideas/perspectives emerging from this research include:
In behavioural terms, lockdown is a moment of change – where people adapt to new circumstances with new behaviours.
Dr Denise Goodwin.
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