智能工作的新领域：2025年更新

April 2025 Contents 1.0Executive Summary32.0Study Background and Aims53.0Sample and Method104.0Current Working Patterns125.0Preferences and Motivations for Hybrid Working156.0Impacts of Hybrid Working187.0DesigningWorkplaces for the Future238.0Survey Findings 2024:2025299.0Thoughts for the Future34 1.0 Executive Summary It is nowfiveyears since the Covid-19 pandemic ushered inworkingfrom homeat paceandallowedorganisationstosee thatremoteworking was possible for many roles.As we move through the shiftinglandscapearound work and workplace,where are we in 2025? No longer an experiment, hybrid workinghas become a relatively commonorganisational practice. •While most organisations had notset mandated days in the office,most respondents reported workingpatterns of between one and threedays spent in the office. Despite this,we are seeingan increasein the number of private sectororganisations seeking toincrease onsitepresencewithsome even returning toworkingfive days in the office again. •There was little indication ofpotential changes in office presence,as 64% of respondents suggestedthey do not see their organisationsincreasing mandated days in theoffice. This year, the Scottish Futures Trust(SFT)received 39 responses to itsannual New Frontiers for SmarterWorking Survey. •Preference for hybrid working iscommon across all age groups androle types. The main motivationsbringing workers to the office aremore collaborative activities, suchas attending meetings or traininginitiatives, and team working. Among responding organisations, arange of mostly public sector andScottish-based organisations, hybridworking arrangements remain relativelystable.The key findings of the surveyinclude: •A preference for choice andflexibility is also evidenced by thefact that 72% of respondents agreethat their organisation works bestwhen teams have choice on wherethey work. •More than 40% of respondentsindicated a commitment to hybridarrangements within theirorganisation.Similarly, nobodyresponded that their organisation islargely office-based. This suggests preferences and practiceshave remained stable across theorganisations answering the survey. Hybrid working arrangementsdeliver a range of organisationalandpersonal benefits. What does this meanfor thefuture? When asked about which organisationalbenefits were supported by hybridworking, respondents mostly mentioneda happier (82%) and more flexibleworkforce (76%). Itisfantasticto seethat ourrespondents are still embracinghybridworkingand continuingto exploretheamazing benefits thatitcanoffer. These responses broadly align withperceptions of individual benefits,which included a better work-lifebalance, flexibility and choice. As weworktounderstandour futureways ofworking,how do we; •Ensure wecreateaclear visiontosupportthe way we work The main organisational challengesidentified in the survey includeunderutilizedbuildings and theonboarding of new employees. •Provide supportformanagers to‘manage’hybrid teams •Ensure our presence is purposeful-wherever we are working Changes in working arrangements havemeant 58% of respondents reportedthat a reduction in their organisations’office space has already occurred. Aminority (14%) reported no plans toreduce their office space. •Developour workplacesas places ofconnection •Retain all the great benefits of hybridworking forbothindividuals andorganisations To support equitable access to hybridworking, organisations focus onencouraging autonomy and on theprovision of kit, with most popular toolsinvolving those to support withmanaging hybrid teams andasynchronous working. Itisall about understanding whereandhowthe office addsvaluefor the tasksand activitieswe deliver. What isthepurposeof the officefor ourorganisationand how do we ensure theoffice aligns with the way we work? Respondentsalsohighlighted theimportance of cultural factors such astrust, and a clear vision frommanagement. As we said in 2024, it’s all aboutunderstandingthe ‘sweet spot’for officepresenceandcreating that ‘social glue’that binds us all together. It is great to see there has been littlechange in the core messages from thesurvey compared to its first iteration in2024. Where does your organisation’s bestwork happen? 2.0 Study Background and Aims The findings of the2024BaselineReportindicated that: 2.1 Background This study sets out the findingsfrom SFT’s New Frontiers forSmarter Working 2025 Survey •43% of organisations werecommitted to hybrid working •Workers spent 1-3 days per week inthe office •60% of organisations weren’texpecting an increase in the numberof mandated office days •All age groups and organisationalroles preferred hybrid working, withincreased flexibility and a happierworkforce seen as the main benefits •53% of organisations had reducedtheir office space The 2025studylooks to understandwhat has changed over the last year–where are we one year on? This studyprovides an update oncurrent working arrangements andanypote