THE LABOR MARKET
Terms such as new work, hybrid work, and remote teams now occupy employers’ minds permanently. Home office or remote work was once an absolute exception. But then came Corona and home office, first as a state obligation and now as the most far-reaching entrepreneurial standard. In parallel, a young generation is pushing its way into the market, although “pushing” is rather wrong at this point – the labor market now has to compete for them and no longer the other way around. Add to this the fact that an employer must increasingly become a lifetime co-creator and supporter. New work models and also forms of remuneration are in demand. Why not earn valuable lifetime in the future instead of only money?
However, the pandemic did not only result in home offices, but also in a massive boost to general digitization processes in companies.
Digitization processes touch almost every pillar of a company. From HR tools, team structures, team cultures to office space redesigns, most of a company’s value propositions are affected.
Another elementary factor is the employees. The freedom to carry out one’s work at any time and in the best case more independently of location is becoming increasingly important. On the other hand, this also resulted and still results in new challenges. A team call cannot permanently replace real social contacts. Even Mark Zuckerberg’s Metaverse will never be able to completely replace the real thing. Rather, the development towards something also always gives rise to an antipole that makes the value of the real even more attractive. Many are happy about being able to work permanently in a home office, but there are just as many who appreciate having office days or escaping the family hustle and bustle at home during a call to the office. There are many arguments for and against home office developments, and that’s a good thing. Because, there are even more different people and interests, life phases, which exactly need or rather even demand the individual mixability in the future. More than ever, companies must focus on the individual. In the past, you had to construct your life around work – today, employers have to create constructions where work is oriented around people and their life situation.
Workation doesn’t have to be an option for everyone. However, workstations need to have a broader footprint for every possible clientele. From the hip 28-year-old surfer to families, hiking, wellness lovers, the offer must adapt accordingly broad in the tourism industry. Work-life balance is just as important as balancing personal interests/incentives with career challenges. A workation may also not simply be the relocation of the home office abroad. It must offer more for the employee and thus also for the employer. Employees who are parents with school-age children have on average between 26-30 vacation days per year, while their children have 3 months of vacation. Workation models in the tourism industry can create new living spaces for more compatibility here.