Help, my organization is adopting the New Way of Working!
Gone are the days of my own trusted workspace; gone is my privacy. This is a common complaint when implementing a dynamic work environment, often fueled by early rumors of those dreaded open-plan offices where no one has a personal spot—a chaotic hub where people come and go as they please. However, the reality is a bit more nuanced.
Let’s revisit the essence of the New Way of Working: the aim to work completely independently of time and place. Far-fetched? Not really: provide an office as a meeting space, equip employees with the necessary ICT tools, and establish clear agreements. Most importantly, focus on managing based on performance rather than physical presence. But where does this infringe on my privacy?
Coaching and Communication
My manager now needs to know the content, workload, and status of my assignments. I must consult with them and lay my cards on the table. What can I achieve within a given timeframe? Why am I not progressing as expected? Did my manager clearly explain what they expect from me? Surprisingly, such discussions are not always standard in organizations. Successfully implementing the New Way of Working requires an investment in employee management. The manager becomes not only a coach but must also communicate clearly and transparently.
Consolidating Interaction Moments
So now I have total freedom to choose where I work! Fantastic! But what happens when my phone rings at 10 a.m. while I’m chatting with one of my child’s teachers at school? Can I afford not to answer? For many companies and public institutions, guaranteed service is non-negotiable. Being unreachable during office hours is unacceptable. Does this infringe on my privacy if I must admit that I’m not diligently at my desk?
Let’s clarify this. Within the New Way of Working, I, as an employee, take responsibility for organizing my tasks to meet my objectives. This includes planning the hours during which I am available. These arrangements are made in consultation with the team and based on the required service levels. It’s also essential to consolidate these interactions as much as possible, setting specific moments (barring global crises) to meet with my manager and colleagues, all while respecting everyone’s privacy.
Technology as a facilitator
Technology also supports me here. For instance, tools like Office Communicator allow me to inform colleagues if I’m available or in a meeting. My Outlook calendar is open to my team, so they can see where I am and who I’m meeting—even as a manager. Does this hinder confidential conversations or quick exchanges? Not necessarily. I just need to remember to mark certain appointments as “private.”
Trust but also consequences
The New Way of Working offers freedom but also requires agreements that may sometimes feel intrusive to our privacy. By organizing our activities purposefully, communicating openly, managing expectations, and evaluating based on results rather than presence, we create a clear framework in which every employee can find their place. The New Way of Working requires trust but also accountability when agreements are not upheld. This entails a (often significant) adjustment in behaviour within organizations. Proper guidance, coaching, and training are essential.
Preserving privacy within the new way of working: It’s possible!
To give, I must also be willing to receive. It remains a double-edged sword.
