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Sustain Work-From-Home in the New Normal

Ensure work-from-home is planned, integrated, and supported during the pandemic and beyond.

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  • Tannis Harper, Vice President, Total Rewards, British Columbia Investment Management Corporation
  • Jill O’Connell, Director, People & Culture, British Columbia Investment Management Corporation
  • Erin O’Flynn, Head of Human Resources, Ontario College of Pharmacists
  • Dessalen Wood, Chief People Officer, Thoughtexchange
    • Not all roles are able to WFH; the ability to WFH varies throughout the organization.
    • Organizations lack a clearly defined, unbiased approach to determine who can continue to work from home on an ongoing basis and who needs to return to the workplace. In addition, some employees want to return to the workplace regardless of whether their role can WFH.

    Our Advice

    Critical Insight

    • The emergency WFH program won't sustain itself – it's a significant change that requires choosing the right long-term options for your organization and ongoing efforts through supporting programs and change management.

    Impact and Result

    • Sustain WFH opportunities for employees by creating a planned, integrated, and supported program that maximizes the benefits of flexibility while supporting both organizational and employee needs. Using an in-depth analysis of work duties, processes, and operational outcomes and the development of clearly defined program parameters, transition the current short-term emergency WFH arrangement into a successful and unbiased long-term WFH program.

    Research & Tools

    1. Assess the current state of WFH

    Assess the current state of WFH and determine the suitability of each work unit to WFH long term.

    2. Identify and select WFH options

    Choose the WFH option for each work unit that best aligns with the organizational context.

    3. Define WFH program parameters

    Define employee eligibility and time parameters for WFH program, create a WFH policy, and determine resources and support required to enable the program.

    4. Prepare to implement and sustain the WFH program

    Create a program rollout schedule, use change management to support the transition, and communicate the WFH program internally and externally.

    Guided Implementations

    This guided implementation is a six call advisory process.

    Guided Implementation #1 - Assess the current state of WFH

    Call #1 - Review the current state of work units and roles working from home during the pandemic.
    Call #2 - Determine WFH suitability of each work unit and identify which should be included in the sustained WFH program.

    Guided Implementation #2 - Identify and select WFH options

    Call #1 - Review WFH options and determine which one(s) align with each work unit. Assess whether any consolidation between WFH options is available.

    Guided Implementation #3 - Define WFH program parameters

    Call #1 - Determine the individual eligibility and timing parameters of the WFH program.
    Call #2 - Identify the support required to implement the WFH program and determine how related programs will need to be modified.

    Guided Implementation #4 - Prepare to implement and sustain the WFH program

    Call #1 - Prepare to launch the program by reviewing change management tactics and key communications.