1.
NEW WORLD
OF WORK
R E S H A P I N G T H E

2.
CONT
ENTS Key Findings
The New Normal
in the World of Work
01
03
Expert Interviews for
the Post-Pandemic
Work Future
05
Conclusion and
Recommendations
24
Footnotes 28
Stewart Butterfield
Eric S Yuan
Erica Brescia
Karin Kimbrough
Jeanna Lundberg
Karen Mills
John Trougakos
Lila Preston
Rosanna Durruthy
Boris Groysberg
Linda A. Hill
Amy C. Edmondson
06
07
08
09
10
12
13
15
17
18
20
22
Visa and Immigration
Global Employer
International Payroll
25
26
27

3.
KEY
FINDINGS
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of American workers saying having the ability to
work remotely and on-site
68%
want to keep working remotely at least one day a
week
87%
workers would not want to work when required to
work full-time on-site
1 IN 3
believe in-person interactions are important
2 IN 3
say that they're nervous about their job security
if they worked remotely while others work on-site
43%
of remote workers say their managers are
responsible for connecting them to the
company's culture, 8 in 10 say senior leaders also
have a responsibility
85%
of workers say their company is going through
significant changes beyond adjusting to the
pandemic
52%

4.
KEY
FINDINGS
of corporate leaders said they would let
employees work from home occasionally while
49% said remote work would be OK on certain
days.
60%
would quit their job if their company would not
allow them to work remotely.
7%
want to return to full-time office work while 72%
want a hybrid remote-office model moving
forward.
12%
of professionals would choose to continue
working from home in some capacity even if their
employer opened offices.
63%
are not yet feeling safe to return to work.
57%
of workers say their employers have not made
accommodations to their work schedules to help
with parenting duties. As companies look to
reopen, they must address the concerns of
working parents.
60%
of working professionals with school-aged
children at home right now feel they do not have
the necessary childcare available to return to
work, according to a LinkedIn study
30%
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5.
THE NEW
NORMAL IN
THE WORLD
OF WORK
Stewart Butterfield, Slack co-founder, and
CEO said that we all know that work will never
be the same, even if we don’t yet know all the
ways in which it will be different.
It's happening. The business world undergoes
a parallel digital transformation at a rapid
pace. Millions of people have lost their
employment as a result of the COVID-19's
rapid move to working from home. The future
appears to be unclear. We have no idea when
or if our society will ever go back to normal – or
what type of effects the pandemic will leave
behind.
Academics, business leaders, and
professionals from all around the world ask:
what are the most significant unknowns we
face? How will we work, live, and prosper in
the aftermath of a pandemic? How is Covid-19
affecting our world in the long run?
you must be
able to handle
the worst.
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6.
We'll start with the topic of work, and how the
pandemic accelerated remote workers., Will
we return to the workplace, and if so, how
frequently? What influence will a "hybrid"
working style have on how we communicate,
collaborate, and create? Will working from
home help to level the playing field in terms of
gender equality and diversity? What will work
entail if our workplaces become virtual and we
lose our daily social interactions?
According to the Society for Human Resource
Management (SHRM) study, 70% of
employed Americans would prefer to work
remotely on a full-time or part-time basis if given the opportunity, and 35% would take a wage
cut in exchange for that flexibility. Furthermore, over 20% of employed Americans who would
prefer to work from home in some capacity would begin looking for remote employment
elsewhere and 7% would quit their job if their company would not allow them to work remotely.
Such threats are taken seriously by employers. According to a March study by research
company Gartner, over 60% of CEOs indicated they would allow workers to work from home on
occasion, and 49% said remote work would be acceptable on some days. The reforms will almost
certainly have a significant impact on corporate real estate. Nearly half of the firms polled
believe their total footprint will shrink by up to 30% in the next two years.
Employees at companies including Facebook,
Spotify, VMware, Twitter, and Reddit have already
been granted the freedom to work from anywhere
they want, but some have placed restrictions.
Furthermore, many firms are looking for remote
work directors to oversee the hybrid approach.
Many businesses are unsure how to restructure
their current offices throughout the change and are
avoiding big commitments while the situation is still
fluid.
The worry is particularly severe because the
epidemic has already thrown millions of women's
jobs into disarray as they care for their families.
Women were disproportionately affected by the
recession, which resulted in historic employment
losses. In the year ending in February, 2.3 million
women quit employment, compared to 1.8 million
males, according to Gallup research.
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7.
EXPERT
INTERVIEWS
FOR THE POST-
PANDEMIC
WORK FUTURE
Stewart Butterfield
Eric S Yuan
Erica Brescia
Karin Kimbrough
Jeanna Lundberg
Karen Mills
John Trougakos
Anna Stansbury
Lila Preston
Rosanna Durruthy
Boris Groysberg
Linda A. Hill
Prithwiraj Choudhury
Amy C. Edmondson
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8.
STEWART
BUTTERFIELD
How many people actually want to work in offices?
We all know that work will never be the same, even if we don’t yet know all the ways in
which it will be different. What we can say with certainty is that the sudden shift to
distributed work has provided a once-in-a-generation opportunity to reimagine
everything about how we do our jobs and how we run our companies. If we can move
past decades of orthodoxy about 9-to-5, office-centric work, there’s an opportunity
to retain the best parts of office culture while freeing ourselves from bad habits and
inefficient processes, from ineffective meetings to unnecessary bureaucracy. Every
leader believes they can do better, and things can move faster: this is their chance.
Hybrid is the new normal
From the employee perspective, the shift is massive and very consequential: people
are making new choices about where they want to live and creating new
expectations about flexibility, working conditions, and life balance that can’t be
undone. Our Future Forum research of 4,700 knowledge workers found the majority
never want to go back to the old way of working. Only 12% want to return to full-time
office work, and 72% want a hybrid remote-office model moving forward. All this
change in our methods will go hand-in-hand with a change in our tools. Of course, we
think Slack has an important role to play as a new kind of headquarters for a digital-
first world, but the opportunities for digital transformation are expansive and wide-
ranging. Businesses that do it well will drive engagement, achieve organizational
agility, maintain alignment and empower teamwork across all disciplines and
locations. They will have a competitive advantage in this new era of work.
C E O A N D C O - F O U N D E R , S L A C K
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9.
ERIC S YUAN
How will video calls continue to shape businesses?
Now that the world is familiar with video communications, the way businesses and
individuals communicate and connect will be forever changed.
Healthcare, education, finance, and businesses large and small are growing and
improving with the help of video communications. This year alone, hundreds of
thousands of small business owners – yoga and piano instructors, therapists,
accountants, and others – maintained and even grew businesses using video to
connect with customers. We believe that model will be a large part of our future, so
we’ve made those interactions easier with OnZoom, a new all-in-one solution for
Zoom users to create and host free and paid events on Zoom.
Video for productivity and collaboration
In the near future, some organizations will adopt a hybrid-work model, with certain
days in the office and others remote, and might align employees’ in-office and remote
schedules to create equity. Other companies will use video communications to be
completely remote. Both models will enjoy increased productivity and deeper
collaboration, and the ability to attract a more diverse workforce. Long-term remote
work has completely reshaped the 9-to-5 and blurred the lines between home and
office.
F O U N D E R A N D C E O , Z O O M
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10.
ERICA
BRESCIA
How will workers interact with each other?
The future of work will be distributed. We’re going to see a big shift from office by
default to remote by default. GitHub has been a predominantly distributed company
with people working across the globe, which has helped us learn and evolve quickly.
With people in every part of the company working remotely for years, we’ve seen
how virtual interactions drive innovation.
With Covid-19, we’re rethinking how we design and use our office spaces – making
them more about bringing the community in and placing an emphasis on virtual
events. Remote by default will also force people to reframe the way they
communicate and connect with people at work. Those whose superpower is
connecting with people live and bringing energy to conversations will need to
become good written communicators. And companies that do not have a strict need
for physical interaction are going to have to operate more like open source
communities – distributed, asynchronously, and online. We will quickly see a
material shift in who succeeds in this new mode of working.
C H I E F O P E R A T I N G O F F I C E R , G I T H U B
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11.
KARIN
KIMBROUGH
How is remote working changing job searches?
We’re seeing a huge increase in demand for remote work on our platform, one that
will have a significant long-term impact on the labor market. Globally, we’re seeing
four times the number of jobs that offer remote work since March. We also see that
trend reflected from jobseekers: the volume of job searches using the “Remote”
filter on LinkedIn has increased ~60% since the beginning of March, and the share of
Remote Job Applications has increased nearly 2.5 times globally from March.
The advent of remote work and an increasingly virtual world seems to have reduced
barriers for people to connect and build their networks. Lately, LinkedIn members
are more likely to connect with others outside of where they live.
More connections outside your area
With the rise of remote work, one of the most exciting trends that we’re going to see
is the democratization of opportunity and movement of skills all around the globe.
Companies may be able to source diverse talent more easily, especially from groups
that are underrepresented in their area, or for skills that are locally less available,
through remote-work options.
C H I E F E C O N O M I S T , L I N K E D I N
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12.
JEANNA
LUNDBERG
What is the future of workspaces?
A few months ago, I had the luxury of a beautiful office close to home, and a boss
who would allow me to work from home whenever I wanted. My friends were
envious, as almost all of them were expected to work from the same desk every day.
Then Covid-19 hit, and show-up culture was officially dead. No one was expected to
show up anywhere. Suddenly companies were forced to leave the standard office
buildings behind, and trust both technology and their employees to truly work
remotely. So, what have we learned so far?
If I ask my friends if they would like to go back full-time to working from one office,
five days a week – most people say no. They like skipping the obligatory commute,
feeling trusted by their bosses, and having the freedom to customize their days to
their personal needs. But they also complain that the home office is cramped,
boring, and lonely after a while.
Inspiring locations to connect
Companies have discovered that both remote work and trusting employees are not
only possible but in many cases more profitable. Employees remain effective and
productive, and they feel better, too. Many are now questioning the need for the
C O - F O U N D E R A N D C E O , R E S P A C E S
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13.
big, expensive, and static office they used to
have.
So, if the general population won't be going
back full-time to the office, but also won’t be
staying at home full-time – what is the future
of workspaces?
Covid-19 taught us the importance of
flexibility and trust, from economic,
sustainability, and health perspectives. As
companies dare to explore options beyond
the ‘one-size-fits-all’ office solution, we can
start sharing spaces in a new way. Imagine if
you could have access to inspiring new
locations adapted for different tasks and
projects – wherever you are.
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14.
KAREN
MILLS
Is being an entrepreneur harder than ever?
Small businesses and entrepreneurship are the hidden assets of every democratic
society. In the US, they have long been the pathway to the American Dream. But
what if this pathway became less available in the future? It’s getting harder to start a
business in the US, and entrepreneurship is already on the decline.
One way to reverse this trend is by widening access to capital. Fintech [financial
technology] lenders can help fill the gaps left by banks in underserved markets and
communities, although we must be vigilant that hidden biases in lending algorithms
do not exacerbate existing disparities. The future of access to capital remains
unclear, but one thing is certain: if entrepreneurship fades, so will economic
opportunity and mobility.
S E N I O R F E L L O W , H A R V A R D
B U S I N E S S S C H O O L , A N D
F O R M E R A D M I N I S T R A T O R ,
U S S M A L L B U S I N E S S
A D M I N I S T R A T I O N
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15.
JOHN
TROUGAKOS
How do we modernize traditional work arrangements?
The Covid-19 pandemic has fundamentally shifted the way in which people work. As
a result, traditional office jobs may never be the same. The pandemic forced millions
of employees to work remotely, and numerous companies have elected to make this
move a permanent feature of their business models. However, in order to maximize
the benefits of working remotely, ways must be found to ensure people remain
productive and connected while not being overburdened.
4days weeks or 6hours workdays?
Companies need to look at the pandemic as an opportunity to modernize how
people work. This should not only include a shift to having employees working from
home, but also being open to alternative schedules including ideas such as four-day
work weeks and six-hour workdays. At the same time, employees must build
resilience and actively preserve boundaries between home and their job, not only to
boost performance but to also maintain personal well-being. One way to help
achieve this is to empower workers by giving them more autonomy in determining
their working arrangements. Greater control over how and when to work leads to
greater satisfaction, productivity, and reduced stress. People may choose to work
from home, go into the office or find alternate arrangements that work for them.
A S S O C I A T E P R O F E S S O R ,
O R G A N I Z A T I O N A L B E H A V I O U R
A N D H R M A N A G E M E N T ,
U N I V E R S I T Y O F T O R O N T O
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16.
Local neighborhood Covid-safe remote
workspaces, such as those offered by new
companies like Toronto-based WorkMode,
have arisen specifically to address this
growing need. These types of spaces offer
alternatives to large crowded office buildings
while providing employees a simple way to
deal with their work-home boundary
dilemmas. The key is to focus on keeping
workers productive and healthy by giving
them the freedom to work in ways that suit
their needs while also meeting corporate
objectives. Proactive and progressive
companies will take this opportunity to
embrace this new normal and turn it into a
competitive advantage while simultaneously
improving the lives of their workers.
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17.
LILA
PRESTON
How can we make work more sustainable?
The pandemic had a profound impact on the labor market almost overnight: the
equivalent of nearly 500 million full-time jobs disappeared. What happens next is
enormously important, and we at Generation are focused on ensuring a sustainable
future of work.
The pandemic has brought home how many of the current models of work are not
sustainable. Employment has dropped across the world, but the young, people of
color, and women have been hit hardest of all. As economies reopen, we have the
obligation to build back better.
We are investors dedicated to sustainability. For us, a sustainable future of work
would have three main traits. First, people would receive adequate compensation –
not only in terms of their take-home salary each month but also in terms of
retirement savings and healthcare coverage. Second, the world of work must
address longstanding issues of the underrepresentation of minority groups. Finally,
companies must help improve productivity growth, which was weak long before the
pandemic and is a fundamental source of societal discontent.
C O - H E A D O F G R O W T H E Q U I T Y
I N V E S T M E N T , G E N E R A T I O N
I N V E S T M E N T M A N A G E M E N T
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18.
An opportunity to improve
inclusion and diversity
A number of young companies are doing
important work in this space. Some
companies are focused on improving
financial inclusion, trying to make it easier for
workers to start and build a retirement
savings plan. Other companies in this space
reduce the costs of access to benefits
including health insurance. These services
save small business owners hours of
administration – and also immeasurably
improve workers' lives.
Improving diversity and accessibility is also
crucial. For white-collar workers, by removing
the requirement to be in a physical office,
businesses can open up access to new
talent pools like working mothers, veterans,
and people with disabilities. The opportunity
for remote and distributed work can also
allow us to challenge human biases that
impact recruiting processes.
As sustainability investors, we believe that
we are at an exciting turning point. The
pandemic, despite its many horrors, could be
a catalyst for a better world of work.
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19.
ROSANNA
DURRUTHY
What will become of working parents?
Across the globe, it’s apparent, one thing will remain constant: remote work.
Whether mandated by an employer or a personal choice, chances are many of us will
be working from home for the foreseeable future. For many professionals, this shift
is a positive and welcomed change. Our recent survey revealed that 63% of
professionals would choose to continue working from home in some capacity even if
their employer opened offices because most of them (57%) are not yet feeling safe
to return to work.
In this environment, having managers and company leaders who also recognize the
unique challenges working parents are facing is critical. As a leader, you can foster
an environment and culture where working parents are supported by offering
flexibility such as moving away from traditional 9-to-5 working hours and
encouraging transparency and regular check-ins between colleagues on work
schedules and availability. It's also critical that organizations understand the
challenges and barriers of returning to work. A LinkedIn study found 30% of working
professionals with school-aged children at home right now feel they do not have the
necessary childcare available to return to work. And 60% of workers say their
employers have not made accommodations to their work schedules to help with
parenting duties. As companies look to reopen, they must address the concerns of
working parents.
V I C E P R E S I D E N T , G L O B A L
D I V E R S I T Y , I N C L U S I O N A N D
B E L O N G I N G , L I N K E D I N
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20.
BORIS
GROYSBERG
As the COVID-19 pandemic starts to wane, we cannot expect to wake up one day
and find our lives miraculously restored to what they were in pre-pandemic times.
We will all be forever changed by this experience, and the transition to a post-
pandemic world will be a slow and rocky one that will bring challenges and stressors.
Some of your employees will return to work grieving the loss of a loved one who fell
victim to the virus; some will deal with mental health issues that surfaced during the
pandemic; some will grapple with financial constraints due to a spouse’s layoff;
some will support children as they transition back to school after a year or more of
online classes and social isolation from peers. The list goes on.
Unlike in pre-pandemic times, when only a handful of employees at any given
moment might have significant personal stressors impacting their work, as we
transition back to a new routine post-pandemic, virtually all employees will likely
have personal challenges competing for their energy and attention. Leading your
employees with kindness through the course of the pandemic is important, but
kindness in the aftermath will be just as crucial.
Managers can exhibit kindness in many ways: actively listen, check-in, offer support
and understanding, help connect employees to necessary resources, acknowledge
their efforts, and thank them generously. Be creative and innovative about
promoting kindness. CEO Rick Woldenberg of Learning Resources distributed a
“kindness calendar” to challenge people to engage in activities that demonstrate
S H O W C O M P A S S I O N A M I D T H E
S T R E S S , T H E R I C H A R D P .
C H A P M A N P R O F E S S O R O F
B U S I N E S S A D M I N I S T R A T I O N A N D
C O - A U T H O R O F T H E
F O R T H C O M I N G B O O K G L A S S
H A L F - B R O K E N : S H A T T E R I N G T H E
B A R R I E R S T H A T S T I L L H O L D
W O M E N B A C K A T W O R K W I T H
C O L L E E N A M M E R M A N
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21.
compassion for others. By sincerely caring
about your employees’ wellness and doing
what you can to foster it, your workforce will
be more engaged and, in the long run, more
productive.
Remember that being compassionate
doesn’t mean being a pushover. You can still
lead your employees to reach company goals
while seeing them as whole people whose
entire lives have been upended in anxiety-
inducing ways. Perhaps they would benefit if
you made yourself more available for
meaningful conversations, or if you offered
more flexibility so that both work and
personal demands can receive the attention
they deserve. Seemingly small kindnesses
can go a long way.
Just as importantly, leaders should also be
kind to themselves. You too have endured
the pandemic and continue to manage a
more stressful life, both at work and home.
Acknowledge this, and seek out the support
you need to promote your own mental
wellness. Perhaps showing yourself some
compassion is the best place to start.
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22.
LINDA
A. HILL
Since last March, I have interviewed leaders around the world about what it takes to
lead during COVID—and also beyond. One thing I know for sure: As we hit our one-
year anniversary with this pandemic, our workforce has been traumatized. People
have been living in constant turmoil. They are grieving. I talked to a leader who saw
one-third of his factory workers get COVID; many of them died. A number of CEOs
have gotten COVID, too, but it really is their loved ones, not their personal safety
they are worrying about. Because we are all going through this together, I think
leaders are developing closer connections to their people. They recognize they
need to over-communicate and be transparent with people about what they know
and what they don’t know, the good news and the bad news. People want the truth.
Leaders also know people are getting burned out “living at work.” One leader told me
he has to pay close attention and look for signs of burnout, often so subtle over
Zoom. Many people aren’t willing to admit when they’re burned out, but when they
are, it affects their judgment. So a number of leaders are now talking about feelings
at work: How do you feel? Where are you at today? They are admitting to their
colleagues their personal anxieties and vulnerabilities when appropriate. Leaders
want people to understand that it is the circumstances, not any personal
shortcoming on their part that explains their emotions.
B E S E N S I T I V E T O T R A U M A A N D
B U R N O U T , T H E W A L L A C E B R E T T
D O N H A M P R O F E S S O R O F
B U S I N E S S A D M I N I S T R A T I O N A T
A N D C H A I R O F T H E S C H O O L ' S
L E A D E R S H I P I N I T I A T I V E
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23.
I also see more leaders emphasizing that
their people are part of a community—a
community with a shared purpose. I see them
moving to positive feedback and worrying
less about productivity. Any “win” that they
can celebrate, they celebrate it. They’re
thinking more about the whole person. If
employees think their leader cares about
them and the community, it really matters to
them, now more than ever before. After
going through the pandemic and the
associated economic and social upheaval,
people care deeply about if their companies
are socially responsible; they want to see
evidence that they are helping employees
and the outside communities.
So after the pandemic, leaders have to
recognize what people have gone through
and that there’s been this huge mindset
shift. Going forward, employees are going to
expect commitment to making a positive
difference in the lives and livelihoods of
those touched by their organizations.
They’re going to expect leaders to find ways
to be more human-centric and sensitive to
the needs of those around them.
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24.
AMY C.
EDMONDSON
Too many are asking whether we will go back to normal. To me, the problematic word
is “back.” There is no going back to pre-COVID times. There is only forward—to a new
and uncertain future that is currently presenting us with an opportunity for
thoughtful design.
COVID-19 introduced dramatic changes in how we worked, most notably in forcing
many people to work remotely. Of course, that brought benefits and it brought
challenges. We are social creatures who need to be together some of the time to
feel connected and to generate new ideas and solutions. The question going
forward is not whether remote work will continue, but rather, when does remote
work make sense?
Conceptually, it’s simple. Working from home works best for relatively independent
tasks when knowledge is codified and can be easily shared from a distance. Being
together matters when tasks are interdependent, require sharing tacit knowledge
in fluid ways, and coordination needs are not scripted or predictable. An honest
assessment of the kind of work your employees do should yield a prescription for
the degree to which you are dependent on proximity for quality.
B E H O N E S T A B O U T T H E
C O M P A N Y ’ S N E E D S , T H E
N O V A R T I S P R O F E S S O R O F
L E A D E R S H I P A N D M A N A G E M E N T
A N D A U T H O R O F T H E F E A R L E S S
O R G A N I Z A T I O N : C R E A T I N G
P S Y C H O L O G I C A L S A F E T Y I N T H E
W O R K P L A C E F O R L E A R N I N G ,
I N N O V A T I O N , A N D G R O W T H
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25.
Conceptual simplicity gives rise
to operational complexity
Designing future work arrangements needs
to be based on what the work requires from
us, not on our preferences or the length of
our commute. For some companies, the work
is conducive to a mix of home days and office
days. But a hybrid approach will not work if
it’s left to individual choice to come in when
people feel like it; it must be structured so
that people are together in predictable ways
for the parts of the work that present the
most interdependence. So conceptual
simplicity gives rise to operational
complexity to sort out the mechanisms for
deciding and designing these new
arrangements in a way that gives us joy and
productivity alike.
To get started, organizational leaders need
to commit to telling the truth about what the
company needs, while engaging people in
the hard work of creating solutions together.
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26.
CONCLUSION AND
RECOMMENDATIONS
The new world of work is coming. However, we can keep the
best aspects of the in-office work culture and eliminate
those that hinder productivity. Today, employees can make
new choices regarding work flexibility and balance as they
carry the task remotely.
Organizations have realized that remote work is viable, but it
is also more profitable in many situations. Employees are
more effective and productive, and they are happier as a
result. We anticipate that hybrid work arrangements are
likely to become the norm at workplaces worldwide.
There's an increased demand for remote employment on a
global scale. They've opened the job market for businesses
that want to go all-in on distributed teams or use the hybrid
approach, especially now that people connect with
coworkers outside their area. The epidemic creates a
chance for enterprises to expand globally while bringing
more inclusion and diversity.
For companies who plan to start their international
expansion, the simplicity of working from home will be giving
rise to operational complexity. In that matter, dealing with
global HR consultants that can facilitate a smooth transition
to a new order at work can be beneficial. Like Employer of
Record Services (EOR) providers that offer international
payroll solutions, employment permit, and
immigrationservices. Most of them have local expertise that
ensures full compliance with taxation and labor laws. Get
started today and embrace the change coming
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27.
VISA AND
IMMIGRATION
SERVICES
Securing visas and processing the immigration requirements of your staff always
come with complexities. Our cloud-based services arrange permits and paperwork
that you need to migrate your workforce. With our compliance structure and our
expertise in international immigration laws, we will make it easy for you to expand
your organization on a global scale. Discover how Employ can help you now.
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https://www.employ.global/eor-solutions/immigration-and-visa-services/

28.
GLOBAL
EMPLOYER
SERVICES
Negate the need to set up a legal entity as you expand your operations. Our global
employer service covers hundreds of international locations for your remote
workforce. We offer a hands-on approach in matters of taxation, labor laws, payroll
contributions, and other policies. Learn more on how we can give you peace of mind
for your business today.
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https://www.employ.global/eor-solutions/global-employer-services/

29.
INTER
NATIONAL
PAYROLL
SERVICE
HR leaders know that the difficulties of the international payroll process hinder global
expansion. Our services come with the support of local experts to ensure that all
legal requirements are met. This includes taxation, benefits, and compensation.
Strategic plans for monitoring provide predictable and real-time reporting on
expenses and adjustments regarding payroll. See how we can help you with your
payroll process today.
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https://www.employ.global/eor-solutions/international-payroll-services/

30.
FOOT
NOTES https://www.shrm.org/hr-today/news/hr-
magazine/summer2021/pages/the-new-world-of-
work.aspx
https://www.pageuppeople.com/resource/own-
your-future-how-to-prepare-for-the-new-world-of-
work/
https://apcoworldwide.com/blog/the-new-world-of-
work-navigating-an-accelerated-present/
https://www.fuel50.com/2020/09/success-in-the-
new-world-of-work-it-requires-the-ability-to-be-
both-agile-and-flexible/
http://hrprofessionalnow.ca/culture/627-the-new-
world-of-work
https://www.forbes.com/sites/williamarruda/2021/05
/18/what-the-new-world-of-work-will-actually-look-
like/?sh=2428234e231c
https://www.bbc.com/worklife/article/20201023-
coronavirus-how-will-the-pandemic-change-the-
way-we-work
https://hbswk.hbs.edu/item/covid-killed-the-
traditional-workplace-what-should-companies-do-
now
https://news.prudential.com/increasingly-workers-
expect-pandemic-workplace-adaptations-to-
stick.htm
https://news.prudential.com/american-workers-
wonder-do-i-have-skills-to-compete-in-future-
workforce.htm
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