The great executive-

employee disconnect
Study of global knowledge workers shows the view of the
office looks different from the top

October 2021
Table of contents
Introduction and key findings 3

The great executive-employee disconnect 5

The equity picture: disparities in employee experience

by race and gender 11

How to win the war for talent 15

In summary 19

Methodology 19

2
Introduction and key findings
Executives are well on their way to determining plans for bringing employees
back to the office post-pandemic. But new data from the Future Forum Pulse, a
global study of knowledge workers, shows a massive and growing divide in how
executives and employees envision the future of work.

About the Future Forum Pulse

To provide guideposts for leaders as they shape new workforce policies, Future
Forum continues to convene Fortune 500 executives and conduct research into the
future of work. In June 2020, Future Forum began surveying thousands of workers
and managers globally on a quarterly basis, asking them a series of questions
related to productivity, sense of belonging, and preferred ways of working. This
report summarizes the findings of the the Fall 2021 Future Forum Pulse, a survey of
10,569 knowledge workers across the U.S., Australia, France, Germany, Japan, and
the U.K. conducted from July 28 to August 10, 2021.

Key findings

The great executive-employee disconnect

Findings from the Pulse survey show marked differences between executives and
employees—from return-to-office preferences to perceptions of transparency to
employee experience and how workers are feeling:
• Most executives (66%) report they are designing post-pandemic workforce
policies with little to no direct input from employees.

• While two-thirds of executives (66%) believe they’re being “very transparent”

regarding their “post-pandemic” policies, less than half of workers (42%) agree.

• Of those currently working fully remotely, nearly half of all executives surveyed
(44%) want to work from the office every day, compared to 17% of employees
(2.6x difference). And 75% of these executives say they want to work from the
office three to five days a week, versus only 34% of employees.

3
Introduction and key findings

• Executive overall job satisfaction is now 62% higher than non-executives,

driven by higher scores on flexibility (+51%), sense of belonging (+52%), work-life
balance (+78%) and work-related stress and anxiety (+114%).

The battle for talent

As executives finalize return-to-office plans amid an intensifying war for talent,

now is the time for careful action.

• More than half of knowledge workers—57%—are open to looking for a new job
in the next year. And for those who aren’t satisfied with the level of flexibility
they have in their current role, the number is substantially higher (71%).

• In the U.S., people of color and working parents are greater flight risks—66% of
Hispanic employees, 64% of Black employees and 63% of Asian employees say
they’re interested in new opportunities, compared to 56% of white employees.

• Sixty-two percent of working dads and 60% of working moms are open to a
job switch, compared to 56% of female employees and 51% of male employees
without kids.

A call for workplace inclusion

The desire for flexible work is strongest among women, working parents and
employees of color, who have shown gains in employee experience scores while
working remotely.

• Eighty-seven percent of Asian respondents and 81% of Black respondents want

flexible or hybrid work, compared to 75% of white respondents.
• Eighty-five percent of women currently working fully remotely want flexible or
hybrid work, compared to 79% of men.
• In particular, since the broad adoption of remote-work policies, employee
experience scores for Black knowledge workers have risen most sharply,
with Black men making the biggest quarter-over-quarter gains in employee
experience out of all demographic groups in the U.S.

4
The great executive-employee
disconnect
New data shows the C-suite is faring much better on nearly every measure
of employee experience—and reveals a major chasm between employee
expectations and executive-imposed policies

The “great resignation” is real, and it’s happening now. More than half of respondents
to the Future Forum Pulse survey (57%) report that they’re open to looking for a new job
in the next year, and other surveys are finding similar results globally. In the U.S. alone,
a record 4 million Americans quit their jobs in April, with an additional 3.9 million in
June. And employers are struggling to make up the gap; three in four U.S. employers
report they’re having trouble attracting talent—up nearly three times from last year.

Brain drain is a real concern

Executive concern—even fear—about the “great resignation” is entirely warranted. Fifty-seven percent of employees
surveyed in our latest Pulse research are open to looking for a new job in the next year.

Percentage of knowledge workers who say they are open to looking for a new
job within the next year, by country
Knowledge workers looking for a new job by country

63% 60% 59% 58% 53% 46%

US Australia UK France Germany Japan

Source: Future Forum Pulse, conducted July 28 to August 10, 2021. Number of respondents = 10,569. Sample sizes by country:
USA (5,339), Australia (1,060), France (1,049), Germany (1,050), Japan (1,047), and the UK (1,024).

In the U.S., people of color are most likely to be considering new opportunities in the coming year. Hispanic
employees lead, with 66% considering a move, followed by 64% of Black employees and 63% of Asian employees,
compared to 56% of white employees.

Working parents are also more likely to be considering new opportunities; 62% of working dads and 60% of working
moms are open to a job switch, compared to 56% of female employees and 51% of male employees without kids.

5
The great executive-employee disconnect

Among workers who report low satisfaction with their current levels of flexibility on the
job, 71% are open to new opportunities. Similarly, 72% of workers who report low sense
of belonging at work are open to making a job switch.

Eighty-six percent of leaders are well on their way to determining if and how they
intend to bring employees back to the office post-pandemic—and more than half
(56%) report they’ve fully completed their plans determining how employees can
work in the future. Given the volatility in the job market, it’s no surprise that concern
about employee retention and the war for talent is the number-one driver influencing
company post-pandemic workforce policies. It’s also no surprise that business leaders
are anxious. Employees are closely watching return-to-office policies. They have more
options today than they ever had before.

New data from the Future Forum Pulse reveals one driver of the great resignation: the
“great executive-employee disconnect.” In the most recent Pulse survey, executives are
faring vastly better than middle managers and individual contributors on nearly every
measure—from employee experience to perceptions to preferences. In addition, our
data shows there’s a major chasm between employee expectations and executive-
imposed policies.

Executives are confident that the post-pandemic policies they’re putting in place
will satisfy employee demand. Ninety-four percent of executives surveyed are at
least “moderately confident” that the policies they set forward match employee
expectations, and 59% are “highly confident.”

So what do employees actually want? Flexible work practices are now deeply ingrained
and valued, and expectations are not budging. Seventy-six percent of employees want
flexibility in where they work, and 93% want flexibility in when they work. These results
have not fluctuated over two quarters now—across all geographic areas surveyed.
People working fully remotely feel two times better about work-life balance than
those working full time in the office and 2.4 times better about work-related stress.

The data is clear. Employees want flexibility.

76% 93%
want flexibility want flexibility
in where they work in when they work
Source: Future Forum Pulse, conducted July 28 to August 10, 2021. Number of respondents = 10,569. Sample sizes by country:
USA (5,339), Australia (1,060), France (1,049), Germany (1,050), Japan (1,047), and the UK (1,024).

6
The great executive-employee disconnect

Globally, knowledge workers remain satisfied

about the new normal
Since December 2020, knowledge workers “overall satisfaction with working arrangement” rose
significantly and is now holding relatively-steady around the world. The countries reporting the
greatest gains in employee satisfaction are Japan (+233%) and France (+119%).

Future Forum Pulse scores by country—change over time since

December 2020

Australia US UK Germany France Japan

Source: Future Forum Pulse, conducted July 28 to August 10, 2021. Number of respondents = 10,569. Sample sizes by country:
USA (5,339), Australia (1,060), France (1,049), Germany (1,050), Japan (1,047), and the UK (1,024).

The certainty among both executives and employees about expectations and
perceptions of return-to-office policies is extremely high on both sides. At the
same time, our data points to a disconnect. Most executives (68%) report they
want to work in the office most or all of the time—and 59% of this group report
their company intends to bring people back to the office most or all of the time.

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The great executive-employee disconnect

Executives want to work in the office full time. And employees don’t.

75%
Of executives currently working
44% 17% remotely want to come back three
to five days a week

Only
Of executives currently
working remotely want to
Of non-executives currently
working remotely want to
34%
return to fully in-office work return to fully in-office work Of employees agree

Source: Future Forum Pulse, conducted July 28 to August 10, 2021. Number of respondents = 10,569. Sample sizes by country:
USA (5,339), Australia (1,060), France (1,049), Germany (1,050), Japan (1,047), and the UK (1,024).

What is driving the disconnect between executives

and their employees?
Responses to the most recent Future Forum Pulse survey show that employees
are more than four times more likely than executives to want to work remotely
full time. And yet the data also shows that the majority of executives are building
return-to-the-office plans that favor the perspective of the C-suite over what
employees say works best for them. What’s driving the disconnect?

Experience disparities

The differences between the executive and employee experiences are glaring
and, alarmingly, this divide is getting wider. This past quarter, as some companies
ordered employees back to the office, executive “overall satisfaction with the
working environment” rose 3% while non-executive employee satisfaction dropped
5% over survey results from June 2021.

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The great executive-employee disconnect

Executives score 62% higher than non-executives for overall satisfaction—driven

by flexibility (51% higher), sense of belonging (52% higher) and work-life balance
(78% higher)—and a whopping 114% better on “feeling good about stress and
anxiety.” Male executives report the highest scores for most experience indicators,
including “sense of belonging,” “level of access to resources,” “ability to focus on
work” and “overall satisfaction with the working environment.”

Quarter over quarter

62% +3% Executive overall satisfaction

with working environment rose

Executive satisfaction is
now 62% higher than
-5% Non-executive employee
satisfaction dropped

non-executive employees Source: Future Forum Pulse, conducted July 28 to August 10, 2021. Number of respondents = 10,569. Sample sizes by country:
USA (5,339), Australia (1,060), France (1,049), Germany (1,050), Japan (1,047), and the UK (1,024).

Confirmation bias

CEOs recognize that workforce policies are business-critical; therefore, most

CEOs (69%) are personally leading the planning process. HR chiefs, surprisingly,
are leading the process in only 3.1% of companies.

The majority of CEOs, however, are not adequately involving employees in post-
pandemic return-to-work plans. Sixty-six percent of executives report
that post-pandemic planning conversations are happening mostly at the executive
level, with little to no direct input from employees or consideration
of their preferences.

9
The great executive-employee disconnect

Lack of genuine transparency

Two out of every three executives (66%) believe they’re being “very transparent”
regarding their post-pandemic remote-working policies. Less than half of workers
(42%) agree.

Similarly, 81% of executives say their company’s leadership is “transparent about

sharing new developments that affect the company.” Only 58% of employees
concur.

Given that executives are reporting sky-high employee experience scores, it raises
the question of why they’re so motivated to return to the office. When asked to cite
their motivations for where they want to work, the data shows executives and non
executives hold different perspectives.

All workers, executives and employees alike, cite “better work-life balance” as the
number-one reason for preferring remote work.

But non-executives are more than two times more likely than executives to cite
“not having to spend time commuting to work” as a main reason for preferring
remote work (26% of employees versus 11% of executives).

Whereas executives are more likely to cite “having a quiet space to focus on
getting my work done” (23% of executives versus 18% of non executives) and
“collaborating with co-workers or clients on specific work projects” (38% of
executives versus 32% of non executives) as reasons for wanting to return to
the office.

Non-executives are more likely to cite “building general camaraderie or rapport

with co-workers or clients” as the reason for office work (27% of non executives
versus 23% of executives). This makes sense, given that executives already report
the highest scores for sense of belonging. Eighty-five percent say “my sense of
belonging at work” is good or very good compared to just 67% of non-executives.

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The equity picture: disparities
in employee experience
by race and gender
Separating the employee experience data by race and gender, an inequitable picture
emerges.

In the U.S., white male employees score highest overall across many key well-being
indicators.

White men are up to 12% more likely than Black men and white or Black women to
agree with the statements “I value the relationships I have with my coworkers” and
“My manager is supportive when I need help.” They’re up to 19% more likely to say,
“I feel empowered to share my perspective when I disagree with decisions made by
my company’s leaders.” And they’re 12% more likely to agree with the statement
“I am treated fairly at work.”

For employees with children, working mothers are struggling, especially when
compared with working fathers. Working fathers in the U.S. score higher than
working mothers across all employee experience measures, but especially on work-
life balance (+40%) and work-related stress (+61%).

Future Forum Pulse scores—working fathers vs. working mothers

Work-life Sense of Feeling good about Working fathers in the U.S.

balance belonging Productivity stress or anxiety
Male score higher across all employee
Parent experience measures:
Female
Parent
+40%
Better about their work-life
Access to Ability Satisfaction with
resources Flexibility to focus work environment balance
Male
Parent
Female
Parent
+61%
Better about their
work-related stress

Source: Future Forum Pulse, conducted July 28 to August 10, 2021. Number of respondents = 10,569. Sample sizes by country:
USA (5,339), Australia (1,060), France (1,049), Germany (1,050), Japan (1,047), and the UK (1,024).

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The equity picture: disparities in employee experience by race and gender

Working dads are 3% more likely than working moms to agree with the statement
“I value the relationships I have with my coworkers” and 5% more likely to agree
with the statement “My manager is supportive when I need help.” They’re 9%
more likely to say, “I feel empowered to share my perspective when I disagree with
decisions made by my company’s leaders.” And they’re 7% more likely to agree
with the statement “I am treated fairly at work.”

To achieve diversity, equity and inclusion goals,

offer flexibility
The latest Future Forum Pulse data shows that while most employees want some
flexibility, people of color, women and working moms value this benefit the most.

Giving employees more flexibility in both where and when they work improves
employee experience for everyone, but it makes the most significant difference for
underrepresented and historically marginalized populations.

Eighty-seven percent of Asian respondents and 81% of Black respondents want

flexible or hybrid work, compared to 75% of white respondents. And 85% of
women currently working fully remotely want flexible or hybrid work, compared
to 79% of men.

A flexible workplace is a more inclusive workplace

Percentage of employees who want flexibility in where they work

By race By gender

87% 81% 78% 75% 85% 79%

Asian Black Hispanic White Of women currently Of men currently

working fully working fully
remotely want remotely want
flexible or flexible or
hybrid work hybrid work

Source: Future Forum Pulse, conducted July 28 to August 10, 2021. Number of respondents = USA only (5,339).

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The equity picture: disparities in employee experience by race and gender

These groups also want more schedule flexibility. In the U.S., 66% of Black
respondents want a fully or mostly flexible schedule compared to 59% of white
respondents. And working moms are most likely to value schedule flexibility.

One and a half years into the pandemic, the broad adoption of more-flexible
policies appears to have contributed to marked improvements in employee
experience for Black knowledge workers in particular. Over the last 12 months,
the share of Black respondents agreeing with the statement “I value the
relationship I have with my co workers” has risen from 48% to 76%. The share of
Black respondents agreeing with the statement “I am treated fairly at work” has
risen from 47% to 73%. And the share of Black respondents agreeing with the
statement “Management is supportive” has risen from 43% to 75%.

Employee experience scores for Black knowledge workers are on the rise
Over the last 12 months

Aug 2020 Dec 2020 May 2021 Aug 2021

I value the relationship I I am treated fairly at work Management is supportive

have with my co-workers
Source: Future Forum Pulse, conducted July 28 to August 10, 2021. Number of respondents = USA only (5,339).

In the U.S., employee experience scores for Black employees have risen most
steadily, while scores for other groups plateaued.

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The equity picture: disparities in employee experience by race and gender

Employee experience scores over time, by race

Black White (Non-Hispanic) Asian

My sense of belonging My stress or anxiety

My work-life balance My productivity at work
at work at work

My level of access to relevant

My overall satisfaction
people, files, and resources The flexibility I have at work My ability to focus at work
with my working environment
at work

Source: Future Forum Pulse, conducted July 28 to August 10, 2021. Number of respondents = USA only (5,339).

“Going virtual levels the playing field,” says Dr. Ella Washington, organizational
psychologist, faculty member at Georgetown’s McDonough School of Business
and founder of Ellavate Solutions. “When Covid and remote work first started,
employers had to become much more transparent and communicate much
more. Because everything is virtual, there’s less of this informal chatter we had in
person. So that’s going to make anybody feel more like they belong, especially
folks that are not usually in those conversations.”

Brian Lowery, social psychologist and professor of organizational behavior

at Stanford University’s Graduate School of Business, agrees. “A big part of
the experience of race at work is your sense of comfort or belonging. If you
work in an environment where you’re in the minority, the office might be
less comfortable. But if you can work at home and not feel a sense of being
constantly on the outside—if you remove that ‘everyday tension’—that can
improve your experience. You don’t have to go into the cafeteria and wonder who
you’re going to sit with or who is eating with whom.”

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How to win the war for talent
So what can employers do to sidestep the great executive-employee disconnect,
stay competitive, and attract and retain top talent?

Embrace flexibility in where and when people work

When it comes to job satisfaction, flexibility is second only to compensation.

Those with schedule flexibility feel 3.2 times better about their work-life balance
and 6.6 times better about their work-related stress. Those with place flexibility
feel two times better about their work-life balance and 2.4 times better about
their work-related stress.

“Going virtual levels the playing field.”

Dr. Ella Washington
Georgetown McDonough School of Business

Those with Those with

schedule flexibility feel place flexibility feel

3.2x
Better about their
2.0x
Better about their
work-life balance work-life balance

6.6x
Better about their
2.4x
Better about their
work-related stress work-related stress

Source: Future Forum Pulse, conducted July 28 to August 10, 2021. Number of respondents = 10,569. Sample sizes by country:
USA (5,339), Australia (1,060), France (1,049), Germany (1,050), Japan (1,047), and the UK (1,024).

15
How to win the war for talent

These results point to the need for executives to move to a digital-first workplace
and build the infrastructure required to support place and time flexibility.
Accommodating different locations and schedules has proven more productive
than leaders could have imagined. Plus, it’s what employees want. Leaders must
sustain and build flexible norms in order to recruit and retain diverse talent.

Reimagine the role of the manager as an “inclusive coach,”

focusing on measuring outcomes over inputs

To attract and retain talent, organizations must reshape and reorient “good
management.” Executives should give managers the training and rewards they
need to evolve from information gatekeepers to inclusive coaches, and task
them with building a culture of belonging that meets the needs of all, particularly
underrepresented and/or historically marginalized populations.

Managers must shift from monitoring traditional productivity inputs—such as

facetime, presentee-ism, keystrokes or hours logged—to measuring outcomes,
such as increased customer satisfaction and employee engagement.

“Studies show that many executives are holding on to the remnants of the
past and failing to see this as an inflection point in the workforce,” says Ella
Washington. “If employers don’t pay attention and take action to re-create the
best of what we’ve learned working virtually in the office and in hybrid-work
environments, then opportunities for inequity could skyrocket. Executives have
to overcorrect for this possibility now because by the time the return-to-work
trends for marginalized groups become clear, it’ll be too late—they’ll be losing
talent to companies that were intentional now and did it right.”

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How to win the war for talent

Build connection through transparent communication

Employees who don’t believe their company “is being very transparent regarding
post-pandemic remote-working policies” report substantially lower levels of job
satisfaction (-26.7%), feeling valued (-24.6%) and perceived equity (-25.2%), and
they’re nearly two times more likely to disagree with the statement “I am excited
about the future of my company.” In keeping with those low scores, they’re 17.3%
more likely to say they’re open to looking for a new job in the coming year.

Employees who don’t believe their company “is being very transparent
regarding post-pandemic remote working policies” have lower
employee experience scores.

-26.7% -17.3%
Lower job satisfaction Lower retention
Source: Future Forum Pulse, conducted July 28 to August 10, 2021. Number of respondents = 10,569. Sample sizes by country:
USA (5,339), Australia (1,060), France (1,049), Germany (1,050), Japan (1,047), and the UK (1,024).

Employees expect full transparency, so let them know the “whats” and “whys”
behind decisions. For leaders who don’t include employees in the conversation,
the conversation doesn’t stop—it just happens without them. Honesty and
shared information from the executive level down is a fundamental requirement
for employee engagement, organizational alignment and talent retention.

Transparency requires investing in digital tools that foster communication

and collaboration.

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How to win the war for talent

People who work at companies they describe as technology innovators report

much more positive work experiences, including 160% higher scores on work-
life balance, 111% higher scores on sense of belonging, 58% higher scores on
productivity, 60% higher scores on access to resources and people, 117% higher
scores on flexibility, 66% higher scores on ability to focus and 177% higher scores
on overall satisfaction.

People who work at companies they describe as technology innovators see:

177% 160% 117% 111%

Higher scores on Higher scores on Higher scores on Higher scores on
overall satisfaction work-life balance flexibility sense of belonging

66% 60% 58%

Higher scores on Higher scores on Higher scores on
ability to focus access to resources productivity
Source: Future Forum Pulse, conducted July 28 to August 10, 2021. Number of respondents = 10,569. Sample sizes by country:
USA (5,339), Australia (1,060), France (1,049), Germany (1,050), Japan (1,047), and the UK (1,024).

The office is not dead—but headquarters are now virtual. Executives should
consider repurposing physical office space toward environments that
intentionally foster collaboration and connection among co-located and remote
colleagues, while retaining some space for solo, focused work.

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In summary
If leaders proceed without listening to their employees and establish policies
colored by their overly rosy view of in-office work from the executive lens, then
they run the risk of their number-one concern coming true—and inciting turnover
within their organizations.

If leaders put flexible policies in place but don’t personally commit to and model
those policies, they risk alienating people of color, women and working moms, and
creating more inequities between remote and co-located workers.

But leaders who genuinely listen to employees, foster flexibility, embrace inclusion,
build connections and lead by example will create a work environment that is more
productive, balanced and innovative than before.

Methodology

This Future Forum Pulse surveyed 10,569 knowledge workers in the U.S., Australia, France, Germany, Japan
and the U.K. between July 28 and August 10, 2021. The survey was administered by Qualtrics and did not
target Slack employees or customers. Respondents were all knowledge workers, defined as employed full-time
(30 or more hours per week) and either having one of the roles listed below or saying they “work with data,
analyze information or think creatively”: Executive Management (e.g., President/Partner, CEO, CFO, C-suite),
Senior Management (e.g., Executive VP, Senior VP), Middle Management (e.g., Department/Group Manager,
VP), Junior Management (e.g., Manager, Team Leader), Senior Staff (i.e., Non-Management), Skilled Office
Worker (e.g., Analyst, Graphic Designer).

The Future Forum Pulse measures how knowledge workers feel about their working lives on a five-point scale
(from “very poor” to “very good”) across eight dimensions on a scale from –60 (most negative) to +60 (most
positive).

How to cite this report

Future Forum Pulse (October 5, 2021), futureforum.com/pulse-survey

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