WHAT: When a large number of employees were sent home to work, many aspects of daily work were affected, not least the opportunities to prioritize their time and structure their own working day. But autonomy is not only in the individual, but above all in the structure of the business and presupposes that organizations adapt working methods, methods and documentation based on making available what the self-employed employee needs to be able to perform their tasks.
SO WHAT: When “full-time work” no longer simply means being locked in a certain geographical location eight hours a day, many opportunities open up. As organizations redefine their metrics for what productivity in their own context really means and how it can be measured, an increased freedom to prioritize their time for employees is also created. This means that the individual’s own role in creating a meaningful life (both privately and at work) becomes greater, which can lead to a higher degree of satisfaction and, in the long run, healthier employees. However, organizations need to realize that a top-down business with low transparency cannot build self-managing employees, but that the business also needs to be transformed into more digital, transparent and, above all, documented in order to meet the new needs.