Digital Work and its Influence on Business
The COVID-19 pandemic has forced many countries to make dramatic changes to the livelihoods of their civilians, this event has also had massive impacts on many businesses around the world. While online jobs and digital working platforms had been contemplated by many institution leaders, the pandemic forced most companies to implement the new structures or risk closing down. Globally, companies started using digital work or online working platforms to engage with their employees. Employers and business owners gained confidence in a system that would keep the business running in the face of the worst pandemic in the 21st century. In hindsight, companies are assessing the feasibility of continuing with the digital work structure but the advantages and disadvantages need to be considered. Increased employee flexibility, autonomy as well as convenience are some of the main advantages of the model moving forward. However, critics argue that the new platform is blurred due to the amount of work as well as work schedules that have to be maintained. In organizations where the structure is mainly modeled on physical engagement of employees it is difficult to develop such structures across the system. An analysis of digital work structure and recommendations on the future of the model illustrates critical aspects essential in developing the platform for the future.
Digital Work
According to Richter (2020), the lock-down forced most companies to develop newer methods of continuing to work in the phase of the pandemic. Digital work was the most feasible plan that would effectively enhance the working culture for most companies globally. Digital work offers employees the flexibility to work from home and only check in with the company executives when necessary. Zoom meetings, email messages, teleconferencing and other methods are the main tools used in digital work as the distance between the people is wide and they cannot engage physically (Richter, 2020). Employees gain flexibility and autonomy to work from home in their own time. In an environment where they are not controlled or curtailed by strict schedules and workplace timelines, the benefits are immense. While in the first weeks after the digital work was enforced most workers faced major challenges, this has since changed as more workers have become comfortable with the work structure.
In addition, the executive as well as owners of business are more comfortable with the work structures since the work is continuing. While the leaders have to be more empathetic with the workload and stressful conditions of work, the new model has been critical in keeping the businesses open (Richter, 2020). Regular communication and engagement through online platforms is also imperative in enhancing good working conditions with the workers. Moreover, online platforms have also been essential in exploring methods to further engage customers in the global space. Companies with huge following have found it potent to use digital work platforms as essential in closely engaging with the customers. Companies have to align with the customer needs through research and development (Williams & Kayoglu, 2020). Digital work has made it possible to closely engage with the customers since most businesses have found the model more efficient within the organization. Digital work has therefore, added to most at all the levels as it has created potent measures that are imperative within the organization.
Misconceptions of Digital Work
One of the main misconceptions on digital work is that it is tiring and stressful for the employees. Due to the flexibility and lack of time limits that are used in the normal working environment, there is a misconception that the new working model is more tiring and stressful (Richter, 2020). Most workers have to work extra hours to reach the set goals with no time limit. The model has been deemed to lead to more work hours that are not compensated making workers tired and stressful due to the conditions. However, digital work offers employees flexible working hours and structures that lead to reduction in stress (Choudhury et al., 2020). Every working structure is tiring provided the amount of work and structures that are present do not support the working tools. In a workspace that is deemed to enhance global connection and working tools, it is imperative to align with the set conditions for the future. Digital work provides a new transitional model that facilitates and actualizes the set controls needed within the global systems accordingly. Digital work gives the employees better work structures and models that meet the necessary controls within the organization.
Lack of adaptation and appropriation of the new work structure is also one of the main misconceptions directed at digital work. Due to the conditions that led to most companies using the new work structure, the position that there is a lack of adaptation and appropriation is one of the critical measures present in the workspace (Richter, 2020). It is important to note that digital work is not a new phenomenon and has been embraced by global companies for years. While the workers or executives did not work from home, the dynamics and tools are still similar. Teleconferencing and Zoom meetings are not new in most organizations especially among individuals with a reliable internet connection (Richter, 2020). In addition, appropriation of the workers and the new working environment has been widely accentuated and modeled across the society. Fundamentally shaping and actualizing the measures created points to the main measures needed across the working environment. Comparisons drawn between online and physical meetings are also largely misconceived (Richter, 2020). Online meetings are inaccurately confined to video conferences and other forms of communication including face to face engagement. However, it is important to note that digital work cannot be reduced to video conferencing. Digital work includes other forms of communication and engagement that do not necessarily use online platforms. Engagement with the customers at home and running different parts of the business from home is still considered digital work. Autonomy and visibility is also a major aspect that is misconceived. Workers do not have ultimate autonomy and are closely engaged with the business at every hour (Richter, 2020). In an effort to show that they are contributing to the business, workers are more inclined to closely stay engaged and glued to the systems developed. Every aspect is characteristically developed and accrued within the business models created accordingly.
Recommendations
First the companies should facilitate their employees to enhance good communication and working conditions even at their homes. Appropriation with the necessary tools to enhance communication and engagement with the workers is necessary. It is imperative for the business to enhance the working structures similar to the conditions at the workplace.
Close and empathetic engagement with the employees is also critical in digital work. Due to the work schedules and structures in place within the digital workspace, engaging with the employees empathetically is imperative to enhance better work structures (Yasenov, 2020). Employees are highly engaged thereby, developing measures to improve their output while at home is imperative.
Maintaining autonomy of the employees through reducing the number of meetings and communications is also critical in the new work environment. Employees need to gain autonomy through reduction in the number of communications and directives by the entity (Bick et al., 2020). Developing measures that enhance such models is imperative within the business structure.
Trusting employees through giving them space to work is also imperative. While autonomy helps in creating the space for workers, trust enhances the connection with employees. Delegating duties and trusting the employees to complete the set task is imperative within the organization. In an environment where employees are not closely connected trust is paramount.
Personal Reflection
In the COVID-19 times, businesses have not been working as usual. Personally what has been most intriguing and eye-opening is; psychologists working from home. While the practice requires a close interaction and assessment of the client, psychologists have embraced the new methods to help clients. Most workers have had to align with the times and most appear to have adapted like duck to water. Businesses need to develop a positive mindset and align their business models to the new structures. Decrease in cost as well as effects on the climate are among the effects of digital work in the business space. Creating positive structures and controls that are necessary in enhancing the processes mapped is imperative across individual businesses. Future research should focus on how the business models will be embraced in the workplace. Organizations need to model their structure on the new models as the number of benefits is immense if the tools are implemented properly.
References
Bick, A., Blandin, A., & Mertens, K. (2020). Work from home after the COVID-19 Outbreak.
Choudhury, P., Foroughi, C., & Larson, B. Z. (2020). Work-from-anywhere: The productivity effects of geographic flexibility. In Academy of Management Proceedings (Vol. 2020, No. 1, p. 21199). Briarcliff Manor, NY 10510: Academy of Management.
Richter, A. (2020). Locked-down digital work. International Journal of Information Management, 102157.
Williams, C. C., & Kayaoglu, A. (2020). COVID-19 and undeclared work: impacts and policy responses in Europe. The Service Industries Journal, 1-18.
Yasenov, V. I. (2020). Who Can Work from Home?.