"New Work": blessing or curse?

Digitalisation processes, agile working, working from home, flat management, platform economies, big data and artificial intelligence are currently shaping the corporate world. "New Work" refers to these new forms of work in the global and digital age. The concept was originally coined by social philosopher Frithjof Bergmann back in the 1970s. His concept of "new work" emphasised values such as freedom and independence. Work should no longer just be a means to an end, but should bring happiness and allow self-fulfilment.

The opportunities and risks often go hand in hand. For example, increased flexibility in terms of work location and working hours is positive for the work-life balance. At the same time, employees may be less able to set boundaries. Whether this becomes a burden depends both on the culture of the organisation and the individual. For some people, it is not a problem if work and life are blended, but for others it can be.

Another opportunity offered by New Work is greater freedom at work, but this also comes with risks: it can be perceived as an advantage, but also as imposing excessive demands. People with a high degree of self-efficacy are very good at being autonomous, while others are overwhelmed and need more guidance and support when performing their job.

"A one-size-fits-all solution for everyone is no longer effective in today’s flexible corporate world."
Noémi Swoboda, Head of Operations & Development CHM at Health Promotion Switzerland

In view of the increased flexibility, skills are required that will allow employees to differentiate themselves according to their needs. A one-size-fits-all solution is no longer effective in today’s flexible corporate world. Employers must be able to adapt to the different needs of employees and, at the same time, implement guiding principles. It is important to discuss roles and responsibilities as well as decision-making skills together and therefore define the framework for new forms of work.

Above all, social support and psychological safety in the workplace are essential. Those who feel supported and secure are also more likely to discuss difficulties so that targeted solutions can be found. Appreciation is also essential. The challenge for managers and HR is to maintain regular dialogue with employees in the digital space, even if you don't see them often.

The blurring of boundaries between work and private life, a lack of role clarity and unclear scope for decision-making can lead to overwork and stress. The same applies to aspects such as the need to be permanently available and the pressure to be flexible. A lack of or insufficient social interaction when working from home can lead to isolation and loneliness. Digitalisation projects that involve employees too little in the design phase and do not provide them with sufficient training in the application and collaboration can lead to severe mental stress and excessive demands. In general, dealing with novelty and uncertainty is one of the main challenges of New Work, which is directly linked to the health of the people concerned.

We offer a focus finder for a healthy transition to New Work on our website to identify the need for action and starting points. For example, guidelines and agreements on availability and working hours in the home office and the frequency of presence in the company are useful, as is training managers in dealing with the various challenges and opportunities presented by New Work and clarifying roles and responsibilities, especially with regard to agile collaboration.

"In general, dealing with novelty and uncertainty is one of the main challenges of New Work."
Noémi Swoboda, Head of Operations & Development CHM at Health Promotion Switzerland

Companies should implement corporate health management (CHM) in the long term so that measures can be identified to improve the health of employees in a targeted and sustainable manner and ensure the company's success. Managers play a key role in corporate health management. They should act as role models and promote a culture that prioritises health, motivation and well-being. Through respectful leadership, open communication and support for employees, they can help to reduce stress and create a healthy working environment. The leadership kit from Health Promotion Switzerland offers valuable assistance in this regard.

Changes in decision-making processes and organisational structures as well as the increasing importance of digital skills pose new challenges for companies and employees alike. The foundation for health promotion in Switzerland analyses the effects of these changes on the mental health of employees and develops recommendations for action based on the results.