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By MOTIFE Insights, 15 November 2024
Krakow, known for its thriving business and technology scene, has seen a significant transformation in how work is conducted. The hybrid model, once a temporary response to global health concerns, has now become a long-term strategy for many companies. This shift is not without its challenges — balancing flexibility with organizational goals, real estate utilization, and employee satisfaction has created a complex landscape. As companies navigate these challenges, the focus on creating human-centric workplaces that cater to diverse employee needs is more critical than ever. Whether it’s the increased demand for flexible work arrangements or the strategic redesign of office spaces, the changes unfolding in Krakow offer a glimpse into the future of work in the IT sector.
Check out also: Krakow IT Market Report 2024
Equal split between flexible and one-rule policies
According to ASPIRE Tracker May 2024, approximately half of the companies adhere to a unified hybrid work model policy. The other half have adopted more flexible approaches that differ by department or specific roles within the company. Double-clicking on the policy details, 31%of companies surveyed inherit their policies from global policy, 40% offer flexibility but make it team-dependent, 26% role-dependent days in office, and 7% allow complete flexibility.
Fully remote work remains minimal
In Krakow, among large business and technology companies, the fully remote work model is typically applied on a case-by-case basis unless it is widely adopted throughout the organization. In most companies, the proportion of fully remote workers does not exceed 20% of the headcount.
Work from abroad
Close to half of the companies surveyed now permit their employees to work from abroad, a practice that was marginal before the pandemic. This option has become increasingly popular for employees, whether for a workation or to combine work with a trip back home, particularly significant given that 15-20% of employees in business and technology companies are foreigners. It is important to note, however, that companies dealing with sensitive information may restrict.
1-3 days in the office became the new norm
Most employees now expect to spend 1-3 days in the office each week, a criteria that has become an integral part of their job selection process. Companies that require office presence only 1-3 days per month have the advantage of broadening their talent search geographically, appealing to a wider pool of candidates.
Hybrid work and choosing an office space
Initially a response to the pandemic, the hybrid work model has become a key topic in today’s employment discussions. While it offers a flexible alternative to strict office mandates, many organizations still face challenges, leading to stricter policies. The demand for hybrid workspace goes beyond headcount and is driven by a combination of workplace policy and employee work styles, which can be understood by examining office attendance and use patterns.The more flexible the hybrid work policy is, allowing for higher access to remote work, the harder it can be to predict employees’ behaviors, and, by extension how much total space is needed.
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As the trend of returning to office workplaces gains momentum, the concept of a quality work environment is evolving rapidly. Several key factors are shaping this evolution, including office location, commute time, and access to public transportation. However, what’s particularly noteworthy is the renewed emphasis on workplace design and office technology.
Employees now highly value environmental features such as natural light and better air quality, alongside dedicated spaces for individual online meetings and focused work. To attract the Gen Z and Millennial workforce, occupiers must get creative with offerings like parking, food and beverage options, and apps that inform when colleagues will be present.
Currently, 69% of organizations said they will revise their space design standards to reflect this new way of working – to encourage teams to collaborate and enable casual meetups and face-to-face gatherings for networking and relationship building.
Most changes in space design are focused on enhancing collaboration spaces and amenities to accommodate those aspects of work that „cannot be done remotely.” However, something often overlooked is the importance of access to quiet spaces where employees can focus, re-energize, and concentrate. This is particularly important for more introverted employees, many of whom thrived while working remotely. For those with sensory sensitivities, the prospect of returning to an office with more collaborative spaces, may not be appealing and could actually create an exclusionary environment.
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The table below provides a comparative analysis of the three primary working models — 100% remote, hybrid, and 100% from office — highlighting their impacts on key organizational aspects. From the need for office facilities to challenges in team cohesion, productivity, and cost management, each model presents its own set of advantages and drawbacks.
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Check out also: Krakow IT Market Report 2024
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While hybrid work policies aim to provide flexibility, they are also causing tensions between organizational goals and employees’ expectations.
Real vs. expected utilization
Strategic organizational ambitions to have employees working on-site are clashing with budgetary constraints, especially for companies bound by long-term leases negotiated with a hybrid work model in mind. Employers frequently anticipate around 60% average daily office occupancy to justify their real estate footprint. However, actual utilization rates are hovering around merely 30% across most sectors, dipping even lower in the IT industry.
Employee expectations vs employers’ interests
Employees value autonomy over rigid schedules. Whereas employees increasingly look for remote work as key working environment, employers’ expectations are often that people will be about 60% of their working time on average in the office. Office space is designed under this expected utilization, 60% of headcount (a ratio of 0.6). Companies that want to reduce office space due to the current situation face a challenge: while they will save money, there is a risk that the new space will not be absorbent (unable to accommodate new growth, if any) and may require employees to adjust their schedules, which is a limitation of flexibility for those who expect it. The organization’s cost-saving ambitions can lead to employees becoming less collaborative, losing their connection to the organization, and ultimately resulting in a decline in long-term efficiency.
Employees often point out the problems they have and what is holding them back from coming to the office, such as commuting problems, well-being, a weak team, a weak leader (human and cultural factors are the most difficult to grasp and prove), an office that is not tailored to their needs, a lack of solutions to support their way of working, e.g. technology at home is better than in the office, the office is too loud, it is stylish but not functional.
Learn more about the local tech landscape by downloading our Krakow IT Market Report 2024
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