【英文】凯捷研究院报告：解锁工作未来式（56页）

When we asked executives about the functions that can be  transitioned with relative ease to remote working, IT/digital  was the top ranked followed by customer service (see Figure  3). In the half yearly results for UK-based retailer, Next PLC,  chief executive officer – Simon Wolfson says, “The benefits  [of new ways of working] fall into two categories: (1) in our  warehouse and call center operations we have discovered more  efficient ways of working and (2) in non-operational departments  such as IT and Buying, working from home has forced us to take  advantage of new technology with all its possibilities for improved  communications, efficiency, and employee job satisfaction.”

However, even with those roles that are deemed impossible to  shift to remote working, organizations still need to think how  to provide working flexibility for employees in those teams.  So far, most organizations have announced remote working  policies only for corporate employees. Companies would need  to be careful not to create a rift between knowledge workers  who can transition to remote work easily and the shop floor or  factory workers, whose jobs are more tied to organizational  premises. As Sunil Ranjhan, senior vice president, HR at  automobile company Maruti Suzuki India, told us, “Currently  the pandemic is on so you could have very differentiated ways of  working. But comparisons between blue-collar and white-collar  employees are bound to come up. Going forward, I see that could  be one of the issues.” Increasing automation of production  processes, for example, can help blue-collar workers to work  remotely more often. Organizations will need to think about  how to extend flexible working ways (number of hours, shifts,  rotation of roles, etc.) to workers in high-touch roles.