Next, we implemented “Focus Weeks,” where everyone is encouraged to cancel recurring meetings and focus on more dense, long-term work during shorter, four-day weeks (like when there’s a public holiday or company Recharge Day). If the entire company is unplugged, you’re less likely to face guilt or interruptions for taking that much-needed vacation. Through surveys and listening sessions we learned that actually unplugging from work was only happening when everyone did so at the same time. These Recharge Days are designed to give our employees an additional day off every quarter. That’s why at Airtable we implemented regular “Recharge Days" where the entire company has the day off. More and more, it feels like we’re living in a world where the work day doesn’t seem to end and our home and office lives are increasingly blurred. Remote work is adding hours to our days - what used to be a five-minute conversation or a quick pop by a desk is now often a 30-minute formal Zoom meeting.
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The COVID-19 pandemic has been one of the most trying disruptions in our personal and professional lives.
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Instead we’re re-imagining how to reduce burnout, restructure benefits and time-off policies and stay nimble in order to be great dance partners with our employees so they feel fulfilled and productive. As leaders begin to plan for next year’s People policies and plans, flexibility is the only way forward.Īt Airtable, we’re not going back to how things used to be. Just as workers are rethinking where, when and how they work, People leaders need to rethink how they deliver best-in-class experiences for employees in these new environments.
According to Gartner, “radical flexibility” has become both a business mandate and an employee expectation.
Johanna Jackman leads Airtable’s people functions including recruiting, operations and experiences.Īs we approach the end of yet another year of working from home, unpredictability continues to be a constant, and rapid adaptability is the new expectation for most teams.
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