Once common workplace beliefs that are now redundant

Ever wondered why several long-held workplace beliefs have become redundant and are no longer applicable in today’s dynamic environment? Traditionally, the amount of time employees spent at their desks was often equated with their level of productivity. Now, the rise of remote work and flexible schedules has shattered this belief. Yes, things have changed drastically. What with the modern workplace evolving at an unprecedented pace, driven by technological advancements, shifting societal norms and changing employee expectations. 

Numerous studies have shown that employees who have the freedom to work remotely are often more productive, as they can tailor their work environment to their preferences and avoid the daily commute. The focus has shifted from the number of hours worked to the quality of the work produced. Results and outcomes are now valued over mere physical presence at the workplace.

Sunil Ranjhan, senior advisor, LG Electronics, feels that in the context of modern workplaces, several entrenched beliefs surrounding onboarding, hiring and compensation practices need to be re-evaluated.

According to him, one prominent belief pertains to age and diversity in leadership and talent pools. While some traditional companies may favour younger individuals for leadership roles, there’s a growing realisation that skills and competencies should be the primary criteria, irrespective of age or other demographic factors. Challenging such assumptions is essential for creating diverse and effective teams.

“The ‘New Age’ approach emphasises rewarding individuals based on the specific skills they bring and the value they contribute to the organisation. Rather than adhering to rigid salary bands, compensation should be linked to the complexity of the role, its external dependencies and the unique value it adds”

Sunil Ranjhan, senior advisor, LG Electronics

Let us take a look at some beliefs that are now redundant.

Hierarchical structure guarantees efficiency

The hierarchical organisational structure, characterised by a strict chain of command, was once thought to be the most efficient way to manage a company. However, modern workplaces are embracing flatter structures and collaborative approaches. Decision-making is becoming more decentralised, allowing for quicker responses to challenges and opportunities. Cross-functional teams and open communication are replacing the rigid top-down approach, fostering innovation and adaptability.

Ranjhan further says that the conventional practice of structuring pay based on titles and designations is becoming obsolete. The ‘New Age’ approach emphasises rewarding individuals based on the specific skills they bring and the value they contribute to the organisation. Rather than adhering to rigid salary bands, compensation should be linked to the complexity of the role, its external dependencies and the unique value it adds.

9-to-5 work hours ensure accountability

The concept of working from 9 to 5 has long been associated with accountability and dedication. However, this belief ignores the fact that individual productivity levels vary throughout the day. The ‘one-size-fits-all’ work schedule may not be conducive to everyone’s natural rhythms and can lead to burnout. The modern workplace acknowledges that allowing employees to manage their own schedules can result in improved work-life balance, higher job satisfaction, and ultimately, better performance.

Standard payment system

Rethinking job evaluation and categorisation is vital. Standardising salaries based on experience and title without considering the nuanced responsibilities and impact of different roles can lead to disparities. Instead, organisations should assess roles individually based on factors such as external impact, ambiguity and intrinsic value.

Ranjan Kumar Mohapatra, former director(HR), Indian Oil Corporation, adds to this by saying that there is a growing realisation that the younger workforce values personal satisfaction and growth over conventional designations.

“The significance of the role itself has surpassed the allure of titles. This shift is significant, as it challenges the longstanding belief that designations alone define an individual’s career path,” says Mohapatra.

He also adds that pay transparency has emerged as a defining principle in modern workplaces. “Organisations are embracing open communication regarding roles, policies and expectations. The use of technology, including robots and automated systems, contributes to this transparency by providing comprehensive information and clarity. This aligns with the changing employee mindset, where an open and transparent work environment is highly valued,” says Mohapatra.

Re-evaluation of flexibility

Flexibility is another area requiring re-evaluation. The conventional notion of measuring discipline by physical presence is giving way to outcome-based evaluation. Embracing this shift not only caters to the preferences of the newer generation but also acknowledges that productivity can be achieved through various working arrangements.

“Organisations are embracing open communication regarding roles, policies and expectations. The use of technology, including robots and automated systems, contributes to this transparency by providing comprehensive information and clarity”

Ranjan Kumar Mohapatra, former director(HR), Indian Oil Corporation

Mohapatra draws attention to the emergence of Generation Z, which is characterised by personalised preferences. For instance, the concept of remote work has taken precedence, prompting the creation of specific policies catering to employees who wish to work from their hometowns. This change is facilitated by technology, allowing for customised policies that suit diverse situations.

Benefits and compensations

The evolution of workplace policies and benefits has varied across generations, reflecting changing societal norms and values. Baby Boomers prioritised job security and loyalty, leading to rigid workplace policies and traditional benefits such as healthcare and pensions. Generation X introduced a desire for work-life balance, advocating for flexible work arrangements and alternative schedules. Millennials, as tech-savvy and purpose-driven individuals, pushed for technology integration, diversity and work-life balance, emphasising benefits such as professional development and wellness programmes.

Generation Z, with its entrepreneurial spirit and comfort with technology, is expected to continue valuing flexibility, remote work and transparency in policies. Common trends across all generations include the rise of remote work due to the pandemic, a focus on mental health and wellness benefits, and efforts towards fostering diverse and inclusive workplaces. These generational shifts have collectively shaped today’s dynamic and inclusive work environment, with each generation leaving its mark on workplace policies and benefits.

Ranjhan believes that the one-size-fits-all welfare approach is outdated. Offering fixed benefit packages may not align with the diverse needs of employees. Personalised welfare options that allow individuals to choose benefits based on their life situations can enhance job satisfaction and well-being.

Mohapatra agrees with this “Rather than relying on generic policies, the focus is increasingly on tailoring policies to individual needs. This transformation acknowledges the distinctiveness of each employee and their unique requirements.”

Redundant workplace beliefs, once considered fundamental, are being replaced by more inclusive, adaptable and employee-centric practices. Embracing the changing dynamics of work can lead to increased productivity, job satisfaction and overall success for both individuals and organisations. By discarding these outdated beliefs, we create room for innovation and progress in the ever-evolving landscape of work.