(Photo reposted from Higher Ed Jobs Blog)

The W's Driving the Future of Work in Higher Education

We are in the midst of a work values evolution in 2022. We were always going to get here. But the events of 2020 have propelled many contentions around the future of work forward faster. There are now four to five generations in the workplace, depending on the industry. This work-life tilt has created a clash between the industrial revolution's legacy and employees' desire for more flexibility. 

When the world shut down in 2020, it was an unexpected awakening. It was a hard pause that caused many to change from a prescripted lifestyle to an unscripted one. Each day slowly allowed individuals to write a new story, each unique and personal. With little in-person engagement, we could better re-engage with ourselves and those within our immediate vicinity. Yes, there was also fear, inequity, injustice, uncertainty, and death - I'm not discounting any of that, but this article will focus on the work-life tilt angle. 

I used parts of my home in new ways that I hadn't before. For some, without the speed of life we previously led, we got used to the unique spaces of our homes. The new coworkers were the people within your home. The only person who could steal your lunch from the fridge was a culprit you could easily find. Mine was my spouse. We found value in new and possibly forgotten hobbies; each conversation and eye stare with another person in a grocery store or outdoor event meant something. Every phone call felt rejuvenating and welcomed. Yet, occasionally sad as we learned of losing a family member, we all ached from a socially designed distance. 

Still, I wonder if we expected the rising brewing clash between humans and our industrial society. As discussions of returning to the office commenced faster and faster, from one day a week to a few days a week, we slowly heard of colleagues resigning or refusing to return. In higher education, it was so common that you sometimes were surprised when a week passed and you didn't hear of someone leaving the institution. Individuals are tethering between the Great Resignation and the Great Regret, as noted in this interview entitled What Should Higher Ed Leaders Learn from the Great Resignation? While it was presumed the lingering unknows of the pandemic halted the desire to return to the office, the remote opportunity was an awakening that caused many to question the past, present, and future of work. And the W's of work - where, what, when, why, wisdom, and worth. For those who had the privilege to test drive the almost unimaginable dream (or nightmare) of remote work, especially in higher education, that experience was either bliss or hit-or-miss. 

• Where. Consider this as the work setting - in-person, hybrid, remote; but this should also include accessibility.
• What. Nothing is "professional" any longer. In essence, what does that even mean? Individuals want strategic direction in their job and the ability to connect their roles to their ultimate life goals.
• When. Consider this as flexible scheduling.
• Why. Individuals want to support work that has meaning for them. Why is intentional. The why of work differs for each person as it has implications on the cause and causation; These implications impact team building, communication, transparency, and levels of leadership engagement. 
• Wisdom. Individuals recognize that new skills are constantly needed to do their work; while we need them, many lack them. They want professional development opportunities that recognize this skills gap without embarrassment or shame. Individuals enjoy learning opportunities where they feel they can wholeheartedly gain knowledge via various mediums and modalities that help them advance. We are naturally critical beings and creatures of habit, so sometimes, we need to acknowledge there are more efficient ways to do our jobs and manage our lives. 
• Worth. Individuals want adequate compensation for their time and effort. Payment should be more comprehensive than monetary benefits. Higher education institutions could and should consider broader Total Rewards that support well-being and all of the "w's" that contribute to that for employees. 

Could you chat with us? Within your work environment, which "w" resonates with you? How would you expand the definitions? Is there an additional "w" you would add to the work reshuffle in higher education right now?

This article was written by Johnika Dreher, a member of the CAPACRAO Communications Committee. CAPACRAO welcomes member submissions for our blog.