Asynchronous work is no longer just a buzzword. Since the pandemic, companies across nearly every industry have shifted to remote and hybrid work models that rely on asynchronous teams to collaborate across geographies and time zones. 

And while many employees are in favor of this arrangement, not all employers are on board.

In the past year, many big-name companies have announced their return-to-office and synchronous working arrangements—despite employee preferences. Yet at the same time, over half of all employees worldwide say they would leave their jobs because of this inflexibility.

Clearly, flexible remote work has its advantages for employees—but what is it about asynchronous collaboration specifically that benefits both workers and companies alike? 

It’s nearly impossible to separate work and home life in an increasingly hybrid world. As organizations find new ways to customize work schedules and allot space for work and home obligations, an overwhelming number of employees are citing flexibility as a table-stakes requirement. 

According to a 2022 survey from Deloitte, 94% of workers strongly believe that they positively benefit from increased work flexibility—particularly as it pertains to reducing stress and prioritizing mental health and well-being. This may be the ideal work landscape for employees across the board, but based on survey results, only 44% of companies actually offer flexible work arrangements. 

And of those organizations currently offering flexible work options, less than half of workers are reportedly taking advantage of those options.

It’s clear that in order to build trust with employees, strengthen work-life integration, and foster an equitable culture of well-being, organizations must assess the VOI of flexibility as it pertains to employee well-being. This is the future of work, and flexibility is beneficial for employees and employers alike.

Workers and organizations in the United Kingdom are championing the 4-day work week after the conclusion of the largest (and most successful) trial involving more than 60 companies and 3,000 employees.

The results? 91% of participating organizations are planning to continue with the shorter work week—all for the betterment of employee well-being.

A new era of employee well-being is quickly setting the framework for workplace culture. As younger generations enter the workforce, new wellness pillars like financial stability, mental health, and social connectedness are shaping what it means to be supported at work.

And in 2023, a critical must-have for candidates and employees alike will be the freedom to explore career advancement opportunities as the job market evolves.

For the last year and a half, companies have been slowly returning to work and figuring out what they expect and need from their employees.

What they’ve discovered is that no two workplace models are the same, and in order to fully support employees and still see powerful business returns, flexibility and adaptability truly are the names of the game.

Let’s take a look at some of the factors currently shaping a majority of work environments and assess how companies can give shape to optimal workplace environments that benefit all parties.

Over the last few years, the concept of an “ideal” workplace has started taking shape in the minds of employees. Now, workers are looking to have more agency over their preferred work environments than ever before.

For employers, that can be good news and bad news.