2021 CEO Survey: Work from home balance to become a major issue

The holiday thinking for chief executives is where to land on working from home when the year cranks up again after Australia Day.

The holiday thinking for chief executives is where to land on working from home when the year cranks up again after Australia Day.

The Australian’s annual CEO Survey reveals that many are reclaiming some control over the WFH agenda.

And they are doing it by dropping decision-making to the team-manager level.

Leaders have not experienced a US style Great Resignation but agree workplace flexibility is a structural change. And given the skills shortage, negotiating power has shifted to workers.

For those that can work from home (and 70 per cent of Australia’s workforce cannot) language from CEOs is respectful.

But their pitch for working from work is growing louder and a striking number are pushing negotiations away from the C-suite down to team level.

CEO SURVEY: Top 10 firms reveal their biggest issues

At Aurizon, Andrew Harding says flexible working arrangements are largely embedded.

“A 50/50 split is routine for many teams, with the supporting technology working very effectively and teams finding the right balance.”

Mark Schubert offers hybrid working for Cleanaway’s office staff.

“The focus however will be for each of the teams to decide what best works for them, document the approach, and then review it regularly and tune it up as a team.”

“Each team agrees to a style that works for them individually as well as their broader team,” says Energy Australia’s Mark Corlette. “Typically there is some time in the office and some time working from home, it’s up to the team. We recognise work is more than just tasks — connection and inclusion are core to our success.”

Sydney Airport CEO Geoff Culbert says in the current tight market, flexibility is the differentiator to attract and retain talent.

“We’re fully supportive and we place full trust in our teams to make it work for everyone.”

At Afterpay, Anthony Eisen says team members can speak with their team leaders and one to two days a week in the office is encouraged.

“We engage actively and often with our teams on their experience and we will continue to monitor this approach with feedback from our teams.”

Afterpay’s Anthony Eisen. Picture: Damian Bennett

“We are making 2022 all about flexibility and empowering our teams to work out what works best for them in terms of working in the office” says Justin Arter at Cbus. He is not mandating days but says employees are keen to come back.

At investment bank Jardens, Robbie Vanderzeil says flexible working looks different across teams. “Each team will come up with their own charter, setting out what works for them in the context of their clients and team’s interests.”

In the Optus ‘blended ways of working’ teams nominate two to three days a week for the office.

“Optus is a company energised by being around one another. We have a wonderful campus with lots of outdoor workspaces that provide our teams lots of great options!” says Kelly Bayer Rosmarin.

TWE’s Tim Ford says in Melbourne employees have relished the chance to return to the office and visit bars with colleagues.

“Our teams are empowered to choose how, when and where they work to get the best out of themselves and for the business.”

Almost all these business leaders are (at last) vocal on why working from work is not just good for business but for workers. The language has not yet moved to a fear of missing out, but career progression and culture are two strong arguments.

“It is incredibly important to stay connected,” says Rob Scott of Wesfarmers.

“This is crucial when we have teams working on projects and also for our younger team members who learn on the job.”

CEO Survey: Companies from A to B

CEO Survey: Companies from C to I

CEO Survey: Companies from J to Q

CEO Survey: Companies from R to Z