Transcript of a discussion on the current state of employee well-being and how new pressures and complexity from distance working may need new forms of employer-managed support.

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Rethinking Employee Well-Being in
the New World of Digital Work: New
Models Driving Need for Innovative
Life-Balance Support
Transcript of a discussion on the current state of employee well-being and how new pressures
and complexity from distance working may need new forms of employer-managed support.
Listen to the podcast. Find it on iTunes. Download the transcript. Sponsor: Citrix.
Dana Gardner: Hi, this is Dana Gardner, Principal Analyst at Interarbor Solutions, and
you’re listening to BriefingsDirect.
The tumultuous shift over the past year to nearly all-digital and frequently at-home work
has amounted to a rapid-fire experiment in human adaptability. While there are many
successful aspects to the home-exodus experiment, as with all disruption to human
behavior, there are also some significant and highly personal downsides.
Stay with us now as we explore the current state of employee well-being and examine
how new pressures and complexity from distance working may need new forms of digital
support, too.
To learn more about coping in an age of unprecedented
change in blended work and home life, we’re now joined
by our guests, Carolina Milanesi, Principal Analyst at
Creative Strategies and founder at The Heart of Tech.
Welcome, Carolina.
Carolina Milanesi: Thank you for having me.
Gardner: We’re also here with Amy Haworth, Senior
Director, Employee Experience at Citrix. Welcome, Amy.
Amy Haworth: It’s great to be here.
Gardner: And we’re here with Ray Wolf, Chief Executive
Officer at A2K Partners. Welcome, Ray.
Ray Wolf: Thank you, Dana.
Milanesi

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Gardner: Amy, how are predominantly digital work habits adding to employee pressures
and complexities? And at this point, is it okay not to be okay with all of these issues and
new ways of doing things?
Distance work redefines employee wellness
Haworth: Thanks, Dana. It’s such an important
question. What we have witnessed in the last 12 months
is an unfolding of the humanness of a very powerful
transformational experience in the world. It is absolutely
okay not to be okay. To be able to come alongside those
who are courageous enough to admit it is one of the
most important roles that organizations are being called
upon to play in the lives of our employees.
Oftentimes, I think about what’s happened in 2020 and
2021. It’s as if the tide went out. It exposes fissures in our
connectedness in the way organizations operate -- even
in the support systems we have in place for employees.
We’ve learned that unless employees are okay, our organizational health is at risk, too.
Taking care of employees and enabling employees to take care of themselves shifts the
conversation to new, innovative ways of doing that.
The last 12 months have shown us that
we’ve never faced something like this
before, so it’s only natural that we lacked
a lot of the support systems and
mechanisms to enable us to get through it.
There has been some amazing innovation to help close that gap. But it’s also been as if
we’ve been flying the plane, while also figuring out how to do this all better. So,
absolutely, yes, there are new challenges -- but also a lot of growth. Being able to come
alongside and being able to raise the white flag when needed makes it worth doing.
Gardner: Carolina, the idea for corporations of where their responsibility is has shifted a
great deal. It used to be that employees would drive out of the parking lot -- and they’d
be off on their way, and there was no further connection. But when they’re working at
home and facing new forms of fatigue or emotional turmoil, the company is part of that
process, too. Do you see companies recognizing that?
Milanesi: Absolutely. To be honest with you, it’s been a long time in coming because
although I might drive away from the parking lot -- for a lot of employees -- that’s not
when the work stops.
Haworth
The last 12 months have shown us
that we’ve never faced something
like this before, so it’s only natural we
lacked a lot of the support systems.

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Either because you’re working across different time zones or because you’re on call, if
you’re a knowledge worker, chances are that your days are not a nine-to-five kind of
experience. That had not been fully understood. The balance that people have to find in
working and their private life has been under strain for quite some time.
Now that we’ve been at home, there’s no escape [from work]. That’s the realization
companies have come to -- that we are in this changed world and we are all at home. It’s
not just that I decided to be a remote worker, and it’s just me. It’s me and whoever else
is living with me -- a partner, or maybe parents that I’m looking after, and children, all co-
sharing apartments and all of that.
So, the stress is not just mine. It’s the stress of all of the people living with me. That is
where more attentiveness needs to come in, to understand the personal situations that
individuals are in -- especially for under-represented groups.
For example, if you think about women and how they feel about talking -- or not talking --
about their children or caregiver responsibilities, they often shy away from talking about
it. They may think it reflects badly on them.
All of those stresses were there
before, but they became
exacerbated during the pandemic.
This has made organizations
realize how much weight is on the
shoulders of their employees, who
are human beings after all.
Gardner: Ray at A2K Partners, you probably find yourself between the companies and
their employees, helping with the technology that joins them and makes them
productive. How are you seeing the reaction of both the employees and the businesses?
Are they coming together around this -- or are we just starting that process?
Wolf: I think we’re only in the second inning here, Dana.
In our conversations with chief human resources officers
(CHROs), they come to the conversation saying, “Ray, is
there a better way? Do we really need to live with the
way things are for our employees, particularly with the
way they interface with technology and the applications
that we give them to get their jobs done?”
We’re able to reassure them that, yes, there is a better
way. The level of dissatisfaction and anxiety that
employees have working with technology doesn’t have to
be there anymore. What’s different now is that people are
not accepting the status quo. They’re asking for a better
way forward. The great news -- and we’ll get into this a little bit later -- is there are a lot
of things that can be done.
All of those stresses … became exacerbated
during the pandemic. This has made
organizations realize how much weight is on
the shoulders of their employees.
Wolf

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The concept of work-life balance, right? It’s no longer two elements at the end of a see-
saw that’s in balance. It looks more like a puzzle, where you’re shifting in and out -- often
in 15-minute or 30-minute intervals -- between your personal life and your work life.
So how can technology better facilitate that? How can we put people into their flow state
so they have a clear cognitive view of what they need to get done, set the priorities, and
lead them into a good state when they need to return to their family activities and duties?
Gardner: Amy, what hasn’t changed is the fundamental components of this are people,
process, and technology. The people part, the human resources (HR) part, perhaps
needs to change because of what we’ve seen in the last year.
Do you see the role of HR changing? Is it even being elevated in importance within the
organization?
Empowered employee voices blend life, work
Haworth: The role of HR really has elevated. I see it as an amplification of employee
voice. HR is the employee advocate and the employee’s voice into the organization.
It’s one thing to be the voice when no one’s listening. It’s much more interesting to be
the voice when people are listening and to steer the organization in the direction that
puts talent at the center, with talent first.
We’re having discussions and
dialog about what’s needed to
create the most powerful
employee experience, one
where employees are seen or
heard and feel included in the
path forward. One thing that’s so clear is we are shaping this all together, collectively.
We are together shaping the future in which we will all live.
Being able to include that employee voice as we craft what it means to go to work or to
do work in the years ahead means in many ways that it’s an open canvas. There are
many ways to do hybrid work, which clearly seems to be the direction most
organizations are going. Hybrid is quite possibly the future direction education is
heading, too.
A lot of rethinking is happening. As we harness that collective voice, HR’s leadership is
bringing that to the table, bringing it into decisions, and entering into a more
experimental mindset. Where we are looking to in the future and how we find ways to
innovate around hybrid work is increasingly important.
We’re having discussions and dialog about
what’s needed to create the most powerful
employee experience, one where employees
... feel included in the path forward.

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Gardner: Carolina, when we look at the role of technology in all of this, how should an
HR organization such as Amy’s use technology to help -- rather than contribute to the
problem?
Milanesi: That’s the key question, right? Technology cannot come as another burden
that I have to deal with when it comes to employees.
I love Ray’s analogy of the puzzle of the life we live. I stopped talking about work-and-life
balance years ago and started talking instead about working-life-blend because if you
blend there’s room to maneuver and change. You can compromise and put less stress
on one area versus the other.
So, technology needs to come in to help us create that blend – and it has to be very
personal. The most important thing for me is that one size doesn’t fit all. We’re all
individuals, we’re all different. And although we might share some commonalities, the
way that my workflow is setup is very different from yours. It has to speak to me because
otherwise it becomes another burden.
So, one part is helping with that blend.
Another part for technology to play is not
making me feel that the tool I’m using is an
overseer. There are a lot of concerns when it
comes to remote working, that organizations
are giving you tools to manage you -- versus help you. That’s where the difference lies,
right? For me, as an employee, I need to make sure that the tool is there to just help me
do my work.
It doesn’t have to be difficult. It has to be straightforward. It keeps me in the flow, and
helps me with my blended life. I also think that the technology needs to be context-
aware. For example, what I need in the office is different from what I need when I’m at
home or when I’m at the airport -- or wherever I might be to doing work.
The idea that your task is dependent or is influenced by the context you’re in is important
as well. But simplicity, security, and my privacy are all three components that are
important to me and should be important to my organization.
Gardner: Ray, Carolina just mentioned a few key words: context, feelings, and the idea
of an experience rather than fitting into what the coder had in mind. It wasn’t that long
ago that applications pretty much forced people to behave in certain ways in order to fit
set processes.
What I’m hearing, though, is that we have to have more adaptable processes and
technologies to account for a person’s experiences and feelings. Is that not possible? Or
is it pie-in-the-sky to bring the human factor and the technology together?
Technology to help workers work with ease
Another part for technology to
play is not making me feel that
the tool I’m using is an overseer.

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Wolf: Dana, the great news is the technology is here today with the capability to that.
The sad part is the benchmark is still pretty low. The fact is when it comes to providing
technology to enable workers to get their jobs done, there is really very little forethought
as to how it’s architected and orchestrated.
People are often simply given login information to the multiple applications that they
need to use to get things done during the day. The most that we do in terms of
consideration for these employees is create a single sign-on. So, for the first five minutes
of your day, we have a streamlined, productive, and secure way to login -- but then it’s a
free for all. Processes are standard across employee types. There’s no consideration for
how the individual employee wants to get work done, of what works best for them.
In addition, we subject very highly talented and
creative people to a lot of low-value, repetitive
tasks. One of the things that CHROs bring up to
me all the time is, “How can I get my employees
working at the top of their skills range, as
opposed to the bottom of their skills range?”
Today there are platforms such as Citrix Workspace that allow you to automate out
those mundane tasks, take into consideration where the employees should be spending
their time, and allowing them to contribute more to the critical business needs of an
organization.
Gardner: Amy, to that point of the way employees perceive of their work value, are you
seeing people mired in doing task-based work? Or are you seeing the opportunity for
people to move past that and for the organization to support them so that they can do
the work they feel most empowered by? How are organizations helping them move past
task to talent?
Haworth: Great question, and I love how you phrase that move from task to talent. So a
couple things come to mind. Number one, organizations are looking to take friction out of
the work-day. That friction is energy, and that energy could be better spent for an
employee doing something they love to do -- something that is their core skill set or why
they were hired into that organization to start with.
A recent statistic I heard was that average workflow tends to involve at least four
different stops along an application’s path. Think about what it takes to submit an
expense report.
As much as possible, we’re looking for ways that take friction out of those interactions so
employees get a sense of progress at the end of the day. The energy they’re expending
in their jobs and roles should feel like it’s coming back threefold.
CHROs ask: How can I get my
employees working at the top of
their skills range, as opposed to
the bottom of their skills range?

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Ray touched on the idea of flow, but the conversation in 2021, based on the data we’ve
seen, shows that employees feel fatigued because of the workload. What emerged from
a lot of the survey work across multiple research firms last year was this sense of
fatigue. You know, “My workload doesn’t match the hours that I have in the day.”
So, in HR circles, we’re beginning to think about,
“Well, what do we do about that?” Is this a
conversation more about energy and energetic
spend? Initially [in the pandemic] there was a lot
of energy spent just transforming how things
were done. And now we get to think about when
things are done. When do I have the most energy to do that hard thing? And then, “How
is the technology helping me to do it? And is it telling me when it’s probably time to take
a break?”
At Citrix we’ve recently introduced some really interesting notifications to help with this
idea of well-being so that integration of technology into the workday helps as an
employee manages their energy – to take, for example, a five-minute meditation break
because they have been working solid for three hours. That might be a really good idea
rather than that cup of coffee, for example.
So we’re starting to see a combination of the helpfulness of technology in a way that’s
invited by employees. Carolina makes a great point about the privacy concerns, and so it
comes in a way that’s invited by employees. That ultimately enables a state of flow and
that feeling of progress and good use of the talent that each employee brings into the
organization.
Gardner: Carolina, when we think about technology of 10 or more years ago, oftentimes
developers would generate a set of requirements, create the application, and throw it
over the wall. People would then use it.
But what I just heard from Amy was much more about the employee having agency in
how they use the technology, maybe even designing the flow and processes based on
what works for them.
Have we gotten to the point where the technology is adaptive and people have a role in
how services -- maybe micro-services -- are assembled? Are people becoming more like
developers, rather than waiting for developers to give them the technology to use?
Optimize, personalize workflow with apps
Milanesi: Absolutely. Not everybody is in that kind of no-code environment yet to
create their own applications from scratch, but certainly a lot of people are using micro-
apps that come together into a workflow in both their private and work lives.
Now we get to think about
when things are done … And
then, how is the technology
helping me to do it?

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Smartphone growth marked the first time that each of us started to be more in control of
the applications that create workflows in a private way. The arrival of your own device
into enterprise also meant bringing your own applications into enterprise.
As you know, it was a bit of the Wild West for a while, and then we harnessed that.
Organizations that are most successful are the ones that stopped fighting this change
and actually embraced it. To Amy’s point, there are ways to diminish and lower the
friction that we feel as employees when we want to work in a certain way and to use all
of the applications and tools, even ones that an IT department may not want us to.
There is more friction and time loss in someone trying to go around that problem and
creating back doors that bypass IT than for IT to empower me to do that work, as long as
my assets and data are secure. As long as it’s secure, I should have a list of applications
and tools that I can choose from and create my own best workflows.
Gardner: Ray, how do you see that balance between employee-agency and -agility and
what the IT department allows? How do we keep the creativity flowing from the user, but
at the same time put in the necessary guardrails?
Wolf: You can achieve both. This is not employee workflow at the sacrifice of security.
That’s the state of technology today. Just in terms of where to get started with the idea of
employees designing their workflows, this is exactly how we’re going about it with many
customers today.
I mean, what an ironic thought: To actually ask the people involved in the day-to-day
work what’s working for them and what’s not. What’s causing you frustration and is high-
value to the company? So you can easily identify five places to go get started to
automate and streamline.
And the beautiful thing about it is when you ask the worker where that frustration is, and
you solve it, two things happen. One, they have ownership and the adoption is very high
as opposed to leadership-driven decisions. And we see this happening everyday today.
It’s kind of the “smart guy in the room” syndrome where the people who don’t actually
have to do the work are telling everybody what and how the workers actually want to get
things done. It doesn’t work that way.
The second is, once employees see -- with as
little as two to three changes in their daily
workflow -- what’s possible, their minds open
up in terms of all the automation capabilities,
all the streamlining that can occur, and they
feel invigorated and energized. They become a
much more productive and engaged member
of the team. And we’re seeing this happen. It’s
really an amazing process overall.
Once employees see … what’s
possible, their minds open up in
terms of all the automation
capabilities, all the streamlining
that can occur, and they feel
invigorated and energized.

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We used to think of work as 9 am to 5 pm -- eight hours out of your awake hours. Today,
work occurs across every waking hour. This is something that remote workers have
known for a long time. But now some 45 percent to 50 percent of the workforce is
remote. Now it’s coming to light. Many more people are feeling like they need to do
something about it.
So we need to sense what’s going on with those employees. Some of the technology
that we’re working on is evaluating and looking at someone’s schedule. How many back-
to-back meetings have they had? And then enforcing a cognitive break in their
schedules so people can take a breather -- maybe take care of something in their
personal lives.
And then, even beyond that -- with today’s
technology such as smart watches -- we
could look at things such as blood pressure
and heart rates and decide if the anxiety
level is too high or if an employee is in their
proper flow. Again, we can then make
adjustments to schedules, block out times
on their calendars -- or, you know, even
schedule some well-being visits with someone who could help them through the stresses
in their lives.
Gardner: Amy, building on Ray’s point of enhancing well-being, if we begin using
technology to allow employees to be productive, in their flow, but also gain inference
information to support them in new ways -- how does that change the relationship
between the organization and the employee? And how do you see technology becoming
part of the solution to support well-being?
Employer-employee trust enhances well-being
Haworth: There’s so much interesting data coming out over the last year about how the
contract between employees and the organization is changing. There has been, in many
cases, a greater level of trust.
According to the research, many employees have trusted what their organizations have
been telling them about the pandemic -- more than they trusted state and local
governments or even national governments. I think that’s something we need to pay
attention to.
Trust is that very-hard-to-quantify organizational benefit that fuels everything else. When
we think about attraction, retention, engagement, and commitment -- some in HR believe
that higher organizational commitment is the real driver to discretionary effort, loyalty,
and tenure.
With technology such as smart
watches, we could look at …
blood pressure and heart rates
and decide if the anxiety level
is too high or if an employee is
in their proper flow.

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As we think about the role of the organization when it comes to well-being and how we
build on trust where it’s healthy -- how can we uphold that with high regard? How can we
better bridge that into a different employer-employee relationship -- perhaps one that’s
better than we’ve ever seen before?
If we stand up and say, “Our talent is truly the human capital that will be front-and-center
to helping organizations achieve their goals,” then we need to think about this. What is
our new role? According to Maslow’s hierarchy of needs, it’s hard to think about being a
high-performing employee if things are falling apart on the home front, and if we’re not
able to cope.
For our organization, at Citrix, we are thinking about not only our existing programs and
bolstering those, but we’re also looking for other partners who are truly experts in the
well-being space. We can perhaps bring that new information into the organization in a
way that integrates with and intersects into an employee’s day.
For us at Citrix, that is done through Citrix Workspace, and in many cases with the
rapport of a managerial capability. That’s because we know so much of the trust
relationship is between the employee and the manager, and it is human first and
foremost.
Then we also need to think about how we
continue to evolve and learn as we go. So much of
this is uncharted. We want to make sure we’re
open to learning. We’re continuing to invest. We’re
measuring how things are working. And we’re
inviting that employee voice in -- to help co-create.
Gardner: Carolina, from what we just heard from Amy, it sounds like there’s a richer,
more intertwined relationship between the talent pool and the organization. And that they
are connected at the hip, so to speak, digitally. It sounds like there’s a great opportunity
for new companies and a solutions ecosystem to develop around this employee well-
being category.
Do you see this as a growth opportunity for new companies and for organizations within
existing enterprises? It strikes me that there’s a huge new opportunity.
A good day’s work has tech and the human touch
Milanesi: I do think there’s a huge opportunity. And that’s good and bad in my view
because obviously, when there’s a lot of opportunity, there also tends to be
fragmentation.
We’re measuring how things
are working. And we’re
inviting that employee voice
in – to help co-create.

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Many different things are going to be tried. And not everybody has the expertise to help.
There needs to be an approach from the organization’s perspective so that these
solutions are vetted.
But what is exciting is the role that companies like Citrix are taking on to become a
platform for that. So there might be a start-up that has a great idea and then leverages
the Citrix Workspace platform to deliver that idea.
Then you have the opportunity to use the expertise that Citrix brings to the table. They
have been focused on workflows and employee empowerment for many years. What I’m
excited to see is organizations that come out and offer that platform to make the
emerging ecosystem even richer.
I also love what Amy said about human trust as first-and-foremost. That’s what I caution
people to make it all about. Technology should not be a crutch, where technology comes
in to try and make you suffer less, but still does not solve the problem. And technology
should not be the only solution you adopt.
I might have a technological check-in
that tells me that I’m taking on too many
meetings or that I should take a break,
but there is nothing better than a
manager giving you a call or sending
you an email to let you know you are
seen as a human, that your work is seen
by other humans.
I love what you were saying earlier about the difference between the task and the talent.
That’s another part where -- if we have more technology that helps us with the mundane
stuff and we can focus on what we enjoy doing -- that also helps us showcase the value
that we bring as an employee and then the value of the task, not just the output.
A lot of times, some of these technology solutions that are delivered are about making
me more productive. I don’t know about you guys, but I don't wake up in the morning and
say, “I want to be more productive today.” I wake up and want to get through the day. I
want to enjoy myself; I want to make a contribution and to feel that I make a difference
for the company I’m working for.
And that’s what technology should be able to do: Come in and take away the mundane,
take away the repetitive, and help me focus on what makes a difference -- and what
makes me feel like I’m contributing to the success within my company.
Gardner: Ray, I would like to visit the idea of consequences of the remote-work era.
Just as people can work from anywhere, that also means they can work for just about
anyone.
A technological check-in can tell me
that I’m taking on too many meetings
or that I should take a break, but there
is nothing better than a manager giving
you a call or sending you an email.

12. Page 12 of 14
If you’re working for a company that doesn’t seem to have your well-being as a priority
and doesn’t seem to be interested in your talents as much as your tasks, you can
probably find a few other employers quite easily from the very same spot that you’re in.
How has the competitive landscape shifted here? Do companies do this because it’s a
nice thing to do? Or will they perhaps find themselves lacking the talent if the talent
wants to work for someone who better supports them?
Employees choose work that supports well-being
Wolf: Dana, that ultimately is the consequence. Once we get through this immediate
situation from the pandemic, and digest the new learnings about working remote, we will
have choices.
Employers are paying attention to this in a number of ways. For example, I was just on
the phone with a CHRO from a Fortune 50 company. They have added a range of well-
being applications that help in the taking care of the employees there.
But there are also some cultural changes that need to occur. This CHRO was explaining
to me that even though they have all these benefits -- including 12 hours off a month or
more so-called mental health days – they are struggling with some of the managers.
They are having trouble getting managers, some of whom may be later on in their
careers, to actually model these new behaviors and give the employees and workers
permission to take advantage of the benefits from these well-being applications.
So we have a way to go. But the ones who
evolve culturally, and who pay attention to
this change, are ultimately going to be the
winners. It may be another 6 or 18 months,
but we’ll definitely get there. In the interim,
though, workers can do something for
themselves.
There are a lot of ways to stay in-tune with how you’re feeling and give yourself a break
and better scheduling of time. I know we would like to have technology that forces that
into the schedule, but you can do that for yourself now as an interim step. And I think
there are a lot of possibilities here -- and more not that far in the future.
There are things that could be done immediately to bring a little bit of relief, help people
see what’s possible, and then encourage them to continue working down this path of the
intersection of well-being and employee workflow.
Gardner: I’m afraid we’ll have to leave it there. You’ve been listening to a sponsored
BriefingsDirect discussion on how the tumultuous shift over the past year to nearly all
digital remote work has amounted to a rapid-fire experiment in human adaptability.
The employers who evolve
culturally, and who pay attention
to this change, are ultimately
going to be the winners.

13. Page 13 of 14
And we’ve learned how employee well-being in the age of distance working may need
some new forms of digital and cultural business services support as well.
So a big thank you to our guests, Carolina Milanesi, Principal Analyst at Creative
Strategies and Founder at The Heart of Tech. Thank you so much, Carolina.
Milanesi: Thank you very much for a great conversation.
Gardner: We’ve also been joined by Amy Haworth, Senior Director, Employee
Experience at Citrix. Thank you, Amy.
Haworth: Thank you. This has been enlightening in so many ways and it’s a great
conversation. Thanks for having it, Dana.
Gardner: And we’ve been here as well with Ray Wolf, Chief Executive Officer at A2K
Partners. Thanks so much, Ray.
Wolf: Thank you, Dana. This is such an important subject and success is right around
the corner.
Gardner: And lastly a big thank you as well to our audience for joining this special
BriefingsDirect remote work innovation discussion. I’m Dana Gardner, Principal Analyst
at Interarbor Solutions, your host throughout this series of Citrix-sponsored
BriefingsDirect discussions.
Thanks again for listening, please pass this along to your business associates, and do
come back next time.
Listen to the podcast. Find it on iTunes. Download the transcript. Sponsor: Citrix.
Transcript of a discussion on the current state of employee well-being and how new pressures
and complexity from distance working may need new forms of employer-managed support.
Copyright Interarbor Solutions, LLC, 2005-2021. All rights reserved.
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times
• Busy work is a dumpster fire and it’s time for something completely different
• Three generations of Citrix CEOs on enabling a better way to work
• IT and HR: Not such an odd couple
• How IT can fix the broken employee experience

14. Page 14 of 14
• Happy employees equal happy customers -- and fans. Can IT deliver for them all?