language.work

Workgeist Report ‘21
Research into culture, mindset andproductivity for the modern work era.

In collaboration with Cornell University’s Ellis Idea Lab.

Copyright © 2021 Qatalog Ltd. All rights reserved.

Index1

Introduction

3

Trust at work

A new world of work

The guide to building a people-first workplace

Qatalog x Cornell University’s Ellis Ideas Lab

Shifting to a people-first way of working

Demographics

A new way of working

Breaking down the problem

Trust
Flexibility

2

Knowledge at work
Technology traps knoledge
Restricted access to knowledge

Focus
BelongingA new language for work

Software impairs knowledge sharing
Tools complicate creativity
Qatalog CEO Tariq Rauf on the topic

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A new world of work

The ground is shifting to a new form ofcollaboration where we work wherever andwhenever we like. We've adopted workplaceapps en masse to simplify collaboration on
everything from contracts to code. 

But they're cheating us out of our time,
productivity and mental wellbeing. We shouldhave a new way of working.

Workgeist Report ‘21

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Qatalog teamed up with researchers at Cornell University’s
Ellis Idea Lab to uncover the truth behind modern work.
Qatalog and Cornell University’s Ellis Idea Lab conducted an
academic study to uncover the truth behind the management,
access, sharing, and creation (MASC) of information in asoftware-enabled workplace where professionals work in
distributed teams.

Through the MASC classification system, the study aims tobetter understand the nature of tacit knowledge in modern work.
Tacit knowledge is knowledge that is internal to a person,
including cognitive learning, mental models, and technical skills(as opposed to explicit knowledge, which is encoded in media
external to a person). 

The focus is on tacit knowledge because it is generally
acknowledged as the driver of high-quality decision making.
Workgeist Report ‘21

The study focusses on how professionals use software
applications to organize knowledge, make it available, pass it
on, and use it in the generation of both practical and novel (i.e.,creative) ideas at work. 

This study is unique in that it is the only one to apply the MASC framework to a modern workplace enabled by software
applications.

The research team conducted three separate, extensive
surveys with 1,000 participants per survey to gather data,
following the Gallup poll model, on March 31, 2021. Participants
were based in the US and UK, working remotely and familiar withmodern software applications in the workplace.

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Demographics

Management level

Education

1000 participants were recruited to participate inthree separate surveys. Participants were based in
the US and the UK, working remotely with a6%24%

Doctorate

52%

First-line manager

8%
High School

graduate

Not a manager

36%

range of modern software applications. 

27%

4 year degree

Professional

19%

57% of participants self identified as female, 42%

degreeMiddle manager

5%

as male, and less than 1% as non-binary. 46% of

15%

8%

Executive-level manager

Some college

2 year degree

participants were married, 46% never married,
5% divorced, 2% separated, 1% widowed. 45% ofparticipants live with a partner, 36% live withfamily, 13% live by themselves, and 5% live withothers who aren’t family.

Working remotelyCompany tenure

Less than a year

32%
Part-time

68%
Full-time

Company size

132

Fewer than 10460

1-5 years

10-50

136

6-10 years

18551-20092

11+ years

188

201-50092

501-1000
1000+

Workgeist Report ‘21

108

142
394

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Breaking down the problem

We wanted to understand what’s driving

Knowledge — how do software

burn-out, distraction and isolation in modern
work. Our research unpicks why work isn’t
working, and offers an antidote to the chaos ofapplications in the workplace affectthe management, access, sharing

modern work.   

and creation (MASC) of knowledge?

We break the problem down on two levels:
knowledge and trust.

Trust — how do we adopt a new
way of working rooted in trust,
flexibility, focus and belonging?

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Knowledge at work

Productivity tools are
killing productivity
Management ofknowledge

Access toknowledge

Sharing of
knowledge

Creation ofknowledge

Technology traps it

Apps restrict it

Software impairs it

Tools complicate it

The typical workplace does notpromote efficient management ofknowledge. 69% people report thatfinding the information to do theirjob is time-consuming.

The proliferation of software tools in
the typical workplace is undermining
fair access to information. 54% of
people say that applications cansometimes make it harder to findinformation.

There’s a high risk information gets
lost in a sea of updates. 49% of
people report concerns thatimportant information will get lost.

Software in the workplace is making
it hard to focus and align acrossteams on creative projects. 43% of
people report spending too muchtime switching between different
online tools.

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Technology traps knowledge

A maze of tools is eating our timeS ftoTrying to find information

The workplace is a maze of tools, from messaging apps and ware tools make itharder to find information

trapped in apps

cloud storage systems, to project management software, andmore. In a typical day, people spend 59 minutes simply
Agreelooking for information trapped within tools and applications.

NeutralDisagree59

That’s up to 5 hours a week, just trying to find what we need.
Unsurprisingly about 7 in 10 people (69%) report that finding

4

minutesthe information to do their job is time-consuming. 

5

%

1

3

%

32

%

per day

Knowledge is fragmented across various tools

Even though the majority of people (59%) say they have acentral place for all information related to work and 82% saythey’re working with tools designed to improve connectivity,
54% still say that these software tools actually make itharder to find information. People are losing time scouring
messaging channels, navigating project management boards,
and digging through cloud storage systems. They spend about
20% of their typical workday doing this; it’s time that could bebetter spent doing focussed work like designing a new productor getting user feedback.

It’s causing unnecessary noise

There could be more efficient

Proportion of people who report

ways of using my company’s

finding the information to doonline applications to do my work

their job is time-consuming

Whenever we try to find that user feedback document, or
scramble to do a pulse check on the sales pipeline, we default
to asking co-workers rather than accessing the information

Agree

NeutralDisagree15%

16%

directly. People report having to interrupt at least two people
to find what they need up to five times a day—that’s more69%

messages, more video calls, and more interruptions thatcompound the chaos.

7 out of 10

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Apps restrict access to knowledge

Teams are working in the dark

I'm not certain all departments

Since the shift to remote work, it

use the same online tools/apps

can be hard to figure out what

and communication platforms.

others are working on.

People are uncertain about work being done in other teams’apps and communication platforms. The branding team might
live in a project management app, the content team organizes
their work in an online wiki, and the sales team tracks everything
in a CRM. Nearly two thirds (57%) of people report that they’re

Agree

NeutralDisagree

Agree

NeutralDisagree12%24%

not certain all departments use the same online apps. And 62%of people say it can be hard to figure out what others areworking on.

57%

13%

30%

62%

They’re going rogue with tools

People often end up doing things their own way, with about
two thirds (63%) reporting that they don’t always use therecommended tools. If the customer service team is collecting
feedback in their own app, this is restricting access to valuableknowledge from the product team. Similarly, if the sales teamis using its own tools to document the sales cycle, restricted
access to this means the customer onboarding team is caught
off guard when new customers are passed through to them.
55% indicated it’s time-consuming getting information from

When trying to access info in yourHow often do you find yourself

another department when they rely on apps they’re notonline tools, do you need to ask

asking a coworker for help

more than one person for help?

looking for info?

familiar with.

This is causing noise and mistakes

7%

When trying to access information on their company’s online Always7%
Nevertools, 56% of people said they found themselves needing to
ask more than one person for help. This is what causes the44%
unnecessary Slack pings and pointless Zoom calls. On average,
people report that 21% of the mistakes they make are the

56%

No

22%
Most of the time

48%

Yes
Sometimes

result of difficulties accessing information on their company's
online tools/apps and communication platforms. 

16%
Half of the time

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Sign up for our newsletter09Software impairs knowledge sharing

We struggle to keep up in chaotic digital offices

It’s difficult to keep track ofTechnology has run amok in the digital office and we’re

information flow across various

reeling from the fall-out. Another tool seems to pop up every
day that might or might not contain some valuable information.

applications.

It’s no wonder that about 6 in 10 people say it’s difficult tokeep track of information flowing across various applications.

Agree

Disagree

NeutralThe chaotic workplace makes sharing information hardPeople are uncertain whether to post an update in a

56%

13%

22%

messaging channel, over email, or within another softwaretool (like a project management application). In fact, aroundhalf of workers (49%) say they’re concerned that the
information they post to their company’s online apps andcommunications channels will get lost in a sea of updates.

This feeds uncertainty whether knowledge reaches theintended audience

One in two employees say they’re not always certain theinformation and updates they’re posting within their company's
apps are reaching their intended audience. This feeds the noise.

I'm concerned that the info I post

I make updates even when

Unsure whether their communications are reaching the rightto my company's online tools will

they're not 100% necessary, justget lost in a sea of information.

to cover my bases.

people, 53% of people admit to making updates even whenthey’re not fully necessary, just to cover their bases.

Agree

49%

Workgeist Report ‘21

Neutral13%

Disagree

38%

Agree

53%

NeutralDisagree12%35%Sign up for our newsletter

10

Tools complicate creativity

Technology promotes context-switching

I spend too much time switching

The need to switch between

between the different online

different online tools makes metools/applications my company uses.

less productive

We’re at our best when we’re immersed deeply in something
challenging. This deep work is where we master our craft andproduce stuff of real value. But software in the typical workplacepromotes context switching and causes a drag on our creativity.
43% of people report spending too much time switching
between different online tools and applications. 

On average, people report spending 36 minutes every day

Agree

43%

Disagree

Neutral

45%

12%

Agree

45%

NeutralDisagree17%

38%

switching back and forth between applications. And they reporttaking 9 and a half minutes on average to get back into a good
workflow once they’ve switched between apps.

This depresses productivity and causes fatigue

Context switching causes a lack of cognitive function. Humanbrains are not wired for a working day of glancing between
your inbox, various different documents, slide decks, and more.
No wonder that 45% say this makes them less productive and
43% say it is very tiring to switch between tools andcommunications channels all the time. 

Since the shift to remote work,
there are missed opportunities

Negative impact on our creative potential

to collaborate with others.

Moments of creativity happen when different teams with different
perspectives come together. But the chaotic work environment
Agree

NeutralDisagreemakes it harder for us to work on creative projects together.
Nearly two thirds (62%) of people report missing opportunities
to collaborate in the modern workplace.

Workgeist Report ‘21

62%

12%

26%

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Fixing our chaotic work practices will takean intentional, two-pronged approach.

Firstly, we need to press reset on thetechnology that underpins our working
day so it creates focus, not chaos.
Secondly, we need a mindset shift thatbreaks from pre-pandemic 9-5 norms
and embrace a radically new working
culture rooted in trust.

Tariq Rauf, CEO and founder of Qatalog

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12Trust at work

We’ve built a guide to help you makethe shift to new way of working

Productivity tools are

We need a new

Learn how to shift to akilling productivity

language for work

people-first workplace

Our research reveals how a slew of software

We now need a sustainable solution. Companies

What does this kind of workplace look like? It’s

tools has emerged to connect us, but we’re

have to invest significantly in both software andpeople-first, corporation second, not the otherdrowning in the noise and struggling to find our

culture to improve employee satisfaction at work,

way round. It’s rooted in trust, flexibility, focus

focus in the workplace. 

help create focus, and drive creativity across teams.

and belonging. 

We’ve been fooled into thinking we’ll be more

We’re at a unique juncture in the history of work

This is a paradigm shift in the

productive, but we’ve ended up just working forand those companies that fix these foundational

employer-employee relationship and it will be theour tools.

issues have a rare opportunity to attract anddeciding factor between success and failure for

motivate the best talent.

companies in this new world of work.

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The guide to building a people-first workplace

Learn

Build

MeasureUse this guide to identify, build andIt gives you practical strategies to

You can also measure the performancemeasure cultural norms that put

restore trust, flexibility, focus andof your teams yourself with ourpeople first in your workplace.

belonging to your teams. 

Modern Work Index! 

These principles influence yourUse it to strengthen these principles,

If you score highly—awesome, tell yourtalent brand, the well-being andremain adaptable to the constant flux

candidates and employees that you’ve

performance of your employees,of technological development, andbuilt a great place to work. If not, don’t

and how healthy culture is createddrastically up-level your talent brand.

worry—we’ll give you targeted,and nurtured. 

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practical tips on how to improve.

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Shifting to a people-first way of working

Legacy work norms
Supervision
Workers commute to an office environment, where theproduction of output is monitored and observed.

RigidityWork is organized within a structure of working hours,
geographic locality, and corporate etiquette.

Chaotic
Shared workplaces present physical and mental stressors, as workers
combat distractions, discrimination, and cultural expectations.

Exclusionary
Career development is fueled by social factors,
personality traits, and biased decision-making processes.

Workgeist Report ‘21

A new way of working
Trust
Accomplishment and capability are prioritized over activity,
so people prove value with high-quality, creative input.

Flexibility
Work is organized within a structure of digital information
management, releasing constraints on time and location.

Focus
Flexible workplace selection enables professionals to choose anenvironment and schedule that matches their unique working style.

Belonging
Workers collaborate and support one another as a team,
but are individually accountable for results.

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A new way of working

Objective

Description & checklist

Performance expectations

Dependability is earned through consistent fulfillment of commitments. But those ideals can’t be fulfilled if only

1. Trust
one party knows what they are. When expectations are clearly defined, agreed to, and managed, every team

What is trust?

are aligned and managed.
member knows what their objectives are and how to achieve them.

Each team member has confirmed their Key Performance Indicators and has a reporting method for proving

Professional trust is more than the belief

productivity.

that a team member is reliable; it’s a mutual
confidence that is earned through arelationship of faith in individual expertiseor potential ability being reinforced withT

eam members have

Increase transparency between people and projects by integrating all your team’s shared tools and apps into a

streamlined work hub. The hub should improve workflow by making context across tools more visible, as wellconsistently-fulfilled expectations.

visibility into each’uother s produ

To build a track record that earns trust,teams need a reliable managementres

as reducing context-switching between apps.

ctivity andY

our team has a

lts.

“

”

home basesoftware that is the default location for group communication and gives

visibility into team member activity.

structure that confirms your team isworking effectively even when you can’t
see them.

How can I measure trust?

M

anager and employees

uu

m

t

dependency, there must be work that can be executed independently. Communicate clearly which tasks

ally agree on topics
should have the highest priority, then articulate which topics and deadlines need supervisor approval versus

and tasks that can be
Do your team members have confidence

What decisions can I make without approval? In order to reduce micromanagement and leadershipthose that can be individually managed.

independently managed.
Each employee has confirmed and can manage the objectives and key results of their role.

in their support of each other’s goals? 

Do they feel valued enough by their supervisor
to safely ask questions and take smart risks?  

All team members feel
Conduct a quick temperature check of yourteam’s trust levels with this scorecard.

When working from home, people don’t have aand their professional lives

psychologically safe and

u

val

u

ed eno—“bufferz”

oneof time or distance between their personal lives

they are simultaneously their whole selves while performing their jobs. This createsa fragility in the acceptance they need to feel at work, because they are hearing feedback and performance

gh to shareideas and feedback.

reviews in their safe space, without a different haven to retreat to. To adequately care for team members withthis consideration, people should take extra measures to be empathetic and vulnerable with one another.

Communication channels exists and are frequently used to facilitate questions, ideas, and feedback.

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A new way of working

Development strategies

Five conversation starters to evaluate andstrengthen team trust.

1. Trust“You know the phrase‘

The irony of having conversations about trust is that the participants need to feel trusted in
Don’t shoot theorder to give honest answers. To help with this chicken-and-egg conundrum, here are a few

messenger’? In fact, it’s not enough not toquestions to ask that can help start the conversation, no matter what your current levels ofshoot them.

confidence and transparency are:Y

ou have to hug the messenger

and let them know how much you needthat feedback. That way you can be surethat they feel safe enough to tell you the”1.

Can you share some specific examples of times that you have felt that your teammembers really appreciate your contributions to the group?

truth next time.  

Dr.

A

my

E

2. What types of reactions help you feel confident when you’re sharing new ideas, questions,dmondson, Harvard professor
or feedback? Do you have any past experiences that have encouraged you to share yourand leading scholar on emotional safety.
thoughts more or less openly with your coworkers?

3. Where do we see each other’s productivity throughout the week? How can we virtually sharewords of encouragement and congratulations on the great work that we see happening?

4. How can I tell that someone else is engaged and being an active contributor during
meetings and calls?

5. What is the protocol if we receive a message that frustrates, offends, or hurts us?

Call to action: set and track KPIs
Confirm your team’s project management processes include measurable daily or weekly key
performance indicators that publicly set clear performance expectations for each team member.
These metrics give them an asynchronous opportunity to prove their value and productivity
to leadership and to each other.  

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eport

‘2

1

S

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A new way of working

Trust makes
flexibility possible.

When teams share trust, they feel comfortableworking without supervision, because they
have confidence their colleagues will do theirwork well, whether they are working at thesame time or in the same place.

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A new way of working

Objective

Description & checklist

Employees and employer

Working virtually without an agreement of expectations is not only inefficient, but often noncompliant. Just like

2. Flexibility
What is flexibility?

have clearly communicated
how to qualify for anddiscussing a job description during a hiring interview, make sure each employee understands exactly how theirperformance expectations will differ virtually than when they worked in an office, so they can do the job you’re
expecting them to do.

No longer bound by specific locations or

support successful

set hours, flexibility in work is the new normal

Each employee has reviewed and agreed to a remote work policy that details the terms of workplace andworkplace flexibility.

schedule flexibility at your company.

for businesses. Whether teams are entirely
remote or hybrid, workplace flexibility allows
a company and its employees to be more
focused on the quality of work, instead ofwhere it is happening. When a team doesn’tshare hours or space, it becomes even more

The success orAutonomy requires self-management. But no one can manage themselves unless they have the permission

productivity of each’essential for teams to communicate

team member isn teffectively to stay united.

dependent on theirgand resources to do so. Waiting for approval or answers until the next meeting is only going to make a log jam
of efficiency. Instead, build asynchronous resources to help workers find solutions and independently bustthrough blocks.

gcollea ues or mana er.

The company’s work hub functions as a digital source of truth to answer operational questions acrossteams and tools.

How can I measure flexibility?

dependent on certain people, places, orTeamwork has been
updated to prioritize goalalignment instead oftimes? Use this checklist to measure yourshared time.

Do your team members have the autonomy
necessary to manage their own tasks andschedules? Is anyone’s productivity

The classic conundrum of “Could this meeting have been an email?” rings true when you’re trying to give youremployees as much time as possible to work independently. Whenever possible, default to working
asynchronously across software tools for project management, document collaboration and product design.

The organization has converted most resources and channels to an asynchronous digital infrastructurethat are equally accessible regardless of time or location.

current rates of flexibility. 

Cultural standards arealigned without sharing

Often integrated into the handbook, a communications charter acts as a manifesto of documentation andcollaboration protocols to align tool use. Cultural standards must be set for criteria like meeting coordination,

time or location.

accessibility and fulfilling consistent expectations company wide.

channel selection, and responsiveness requirements to ensure all team members are unified in information-

Each team has a recorded communication charter that outlines tool use and cultural expectations.
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Development strategies

A new way of working

Five conversation starters to evaluate and

2. Flexibility

strengthen team flexibility.

Is your team autonomous enough to allow more flexibility? Are you each reliable and effective
According to our research, almost 40% of

self-managers? Here are some questions you can discuss as a group to help self-evaluate and improve:

work is done with a team. If over a third of
our company’s output is dependent on
1.

Do each of us have enough intrinsic motivation to proactively take initiative without being

successful group collaboration, our channels
prompted or rewarded?
of communication need to be clearly
identified and streamlined so productivity
2. What resources do we have that help us independently analyze, evaluate, and strategize an issue?
isn’t blocked by isolation.

3.

Am I disciplined and accountable in my own time, tasks, and energy?

4. Do we each have a successful self-management method that enables us to adapt to changes
and manage their impacts?

5. Without body language cues like head nods and thumbs ups, how do we communicate that a
hand off of responsibility is complete? In other words, how do I know that I’ve

“passed the ball” toyou and you’re now accountable for the next task?

Call to action: write a flexibility policy

When designed effectively, a remote work policy is so much more than a checklist of terms
for approval. It’s a mutual agreement of the expectations and guidelines that will be required
for successful virtual productivity. Take the time to review and reinforce what working without
supervision will depend on in your operational model, which will confirm your team is just as
productive around the world as they would be in the office.

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A new way of working

Flexibility

enables focus.

When each of our team members areequipped for flexibility, they have the freedom
to arrange their workloads and schedules inways that can optimize individual creativity,
productivity, and focus.

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A new way of working

3. Focus
What is focus?

Focus is about unlocking our creative
potential when we’re immersed in something
challenging. This deep work is often where
we master our craft and produce stuff ofreal value. But the typical workplace promotes
context-switching and this drains cognitive
function. No wonder that 45% say this makes
them less productive and 43% say it is verytiring to switch between tools andcommunications channels all the time.
How can I measure focus?

In the workplace, focus is most commonlyinterrupted by coworkers stopping by anda busy office environment. At home, focus
can be sabotaged by too many notifications
and meeting overload, a consequence ofpoorly designed digital work infrastructure.
When combined with unspoken pressure
from management to “keep working eventhough I can’t see you,” , this fuels an “alwayson” mindset which can eventually lead tomental burnout. 

Workgeist Report ‘21

Objective

Description & checklist

Digital infrastructure
tools (including apps
and integrations) areconsolidated.

In recent Cornell research, 89% of respondents said they believe their company thinks they can find all or mostof what they need on the company system. In contrast, 7 in 10 people (69%) report that finding the information
to do their job is time-consuming. Together, this data suggests that companies believe they are giving theiremployees the tools they need to get work done quickly, while the majority of employees believe the opposite.

Work-life boundaries aretransparently set andenforced.

Is your team culture supporting or sabotaging work-life balance? Give each other the permission that you needto unplug and recharge after business hours by discussing exactly how much work flexibility you have and what
constraints you need to work within. Clear boundaries will be placed around work to make it possible foreveryone to avoid burnout and come to work each day with fresh energy.

All tools are integrated into a workhub that surfaces only the most relevant information and helps people
work without distractions.

Individual or shared working hours have been set and responsiveness expectations outside of those hours
have been agreed upon as a team.

Employees have enoughmental energy toparticipate in creative work
and innovative processes.

Workloads are evenly
distributed between teammembers to prevent
discrimination or burnout.

Creating a work environment with pressure to grow and deliver great results can toe a fine line between
empathetic encouragement and unrealistic demands. Be sure to constantly monitor the feelings and mental
energy of your team members to ensure that they have headspace for all types of work, not just output
production.
Team members have the time, energy, and trust necessary for the risks of creative work.

In the assignment and delegation systems, there should be space for a conversation about each employee’s
workload and ability to meet expectations. As a self-manager, they should have the opportunity to express any
concerns about fulfilling deadlines, prioritizing tasks, and measuring team equality.
Confirm that metrics are included in your project management system that measure employee
bandwidth and pressure.

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A new way of working

3. FocusContext switching causes a lack of cognitive
function. Human brains are not wired for aworking day of glancing between your inbox,
various different documents, slide decks,
and more. No wonder that 45% say thismakes them less productive and 43% say
it is very tiring to switch between tools andcommunications channels all the time.

Development strategies

Five conversation starters to evaluate andstrengthen team focus.
Are your team’s collaboration habits boosting or blocking productivity? Are there certain habits or toolsthat could be shed to optimize individual and collective focus? Conduct an evaluation as a team by
discussing these questions:
1. Are there certain tools or channels that indicate an emergency? (A signal that if we get that type of
message, we know to drop everything and respond asap, but all other channels can be silenced fordeep work).
2. Do we ever lose time or concentration looking for certain files or information? If so, are there
commonalities between the types of resources that get lost?
3. Which hours each day should we reserve for meetings and collaboration, and which can we block
off for independent working?
4. Have we consolidated our tools into a workhub and eliminated the most distracting ones?
5. What are your favorite strategies for re-energizing your mind when you feel distracted or blocked?

Call to action: supplement your communication charter
Add more information into your team’s communication charter (see Section 2: Flexibility) that
supplements how and when to communicate, with how and when to NOT communicate.
Include tips and expectations for blocking deep work time on your calendar, turning notifications
off outside business hours, and taking personal wellness breaks throughout the day.
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A new way of working

Focus makes
belonging possible.

Being more focused during our work day
doesn’t mean that we ignore our colleagues.
Autonomy is not abandonment, and often
balancing deep work phases with groupcollaboration can enhance the success of each.

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A new way of working

4. Belonging
What is belonging?

When we’re working in an office, we’re inclose proximity to each other, but are wetruly unified? Belonging is the oxygen ofcompany culture. The sense of security
that we get from camaraderie is whatmakes trust, flexibility, and focus possible
each day, and is created through consistent,
positive interactions that communicatethat we each provide valuable contributions,
we share a future, and we are emotionallysafe. Sharing a cubicle has never been thecause of true connection.
How can I measure belonging?

Do your team members feel valued andappreciated, or do they feel invisible anddisconnected? Chances are, if you’re doing
all of the things on this list, your distributed
team members will feel unified and loyal,even without birthday parties in the breakroom.

Workgeist Report ‘21

Objective

Description & checklist

Workers feel recognized
and appreciated for theircontributions to thecompany.

A positive, transparent company structure and culture facilitates high levels of interaction between employeesof all levels. Introduce clear metrics — both financial and otherwise — that are easily measured and often
rewarded. And, as always, express praise and appreciation early and often.

he diversity of ideas
e periences and skills
between workers isrespected and leveraged
for group success.
T

x

,

,

irtual working styles
are understood andmonitored.
V

Public recognition and celebration methods have been converted for virtual compatibility and increased infrequency.

ne of the great benefits of remote work is how the increased flexibility and location independence of
operations makes work more accessible to a wider variety of people. Bringing professionals into your team withdifferent working styles, cultural perspectives, or mental physical abilities can increase the capabilities of yourteam and company.
O/

A company wide audit and employee survey has been conducted to ensure equality of workers, based oncommon discrimination factors, including on site versus off site workplaces.
---

We knew exactly how our teammates behaved in the office, but how can we tell that something is wrong
without walking by their desk? By paying attention to the behaviors and preferences of your team members ina virtual environment, you’ll find new patterns and signals that constitute their virtual working style. ake sure
to use multiple methods of communication to capture a variety of cues.
M

ach team member can describe typical virtual behavior of their colleagues, including signals that they are
feeling happy, sad, or angry.
E

eam members feelunited in a common
cause and share goals
for achieving it.
T

When working in an office, what was uniting your team? Was it ust time and location, or did they sharesomething more meaningful? The core of every company culture should be a shared ob ective. Working
together to achieve a common vision will unite team members more than a break room ever could.
jjThe mission, vision, and values of your company culture are recorded in your digital handbook andactivated in daily processes.
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A new way of working

4. Belonging
Our research found that 41% of employees
said they find it harder to trust coworkers
they have never interacted with socially andyet 32% of those surveyed said theircompany had never organized connectionbuilding activities for their employees. It is
worth the effort to redesign communal
celebrations and activities to build
relationships at work.

Development strategies

Five conversation starters to evaluate andstrengthen team belonging.

Our research reveals how 32% of surveyed employers didn’t offer any connection building
activities, and another 25% only offered them a few times a year. That is a lot of missed
opportunities for building trust and communication! Here are a few discussions to have as ateam to inspire new ideas to foster connection existing interactions:
1. When is our preferred time for “water cooler” conversations? Should we reserve a few
minutes of each meeting agenda to small talk, or dedicate entire calls to just hanging out?
2. What are the unique qualifications, skills, or expertise that I contribute to this group?  
Why are you grateful that I am a member of this team?
3. How can we virtually replicate or redesign our favorite parts of the group celebrations that
we had for birthdays, promotions, and meeting goals in the office?
4. Which tasks, projects, or brainstorming sessions would it be helpful to cowork on together
using interactive screen sharing and video calls?
5. What do I act like when something is wrong? How would I like my team members to
notice and/or support me during those times?
Call to action: define your virtual culture

Workgeist Report ‘21

We often associate perks like ping pong tables and cereal bars as “great culture,” but that is a
critical error. True organizational culture is defined by the unique experience that employees,
clients, and vendors will have when interacting with your organization, inside or outside of youroffice. As a team, define and record the values, priorities, language, customs, and benefits thatset your group apart.

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A new language for work.

Trust

Flexibility

Trust makes flexibility possible.

When each of our team

When teams share trust, theymembers are equipped forfeel comfortable working

flexibility, they have thewithout supervision, because

freedom to arrange their

they have confidence theirworkloads and schedules incolleagues will do their work

ways that can optimize

well, whether they are working

individual creativity,

at the same time or in the

productivity, and focus.

Focus

Belonging

Being more focused during ourWhat is the natural effect ofwork day doesn’t mean that weteam unity and a sense ofignore our colleagues.

belonging? You guessed it:

Autonomy is not abandonment,

trust. All the principles ofand often balancing deep work

modern work arephases with groupinterdependent and work

collaboration can enhance thetogether to support talent

success of each.

retention and quality of results.

same place.

Do you speak it? Find out with our own

Workgeist Report ‘21scorecard!

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language.work

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language.work@qatalog.com@qatalog

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