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• NEWS FEATURE
• 04 March 2024

What science says about hybrid working — and how to make it a success

• David Adam 0

David Adam is a writer in Hertford, near London.

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A woman works from an outside table in New York City in 2020. The COVID-19 pandemic prompted lasting changes to working habits. Credit: Alexi Rosenfeld/Getty

Certain aspects of scientific life do not lend themselves to working from home. Archaeologist Adrià Breu, who studies neolithic pottery at the Autonomous University of Barcelona, Spain, can’t dig for artefacts in his kitchen, and Claudia Sala’s experiments in molecular microbiology at the Toscana Life Sciences Foundation in Siena, Italy, oblige her to commute to her laboratory most days. But both these researchers also get to work from home — when they write up papers, for example, or analyse data.

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doi: https://doi.org/10.1038/d41586-024-00643-2

Tijssen, R. J. W., Waltman, L. & van Eyck, N. J. Nature 473 , 154 (2011).

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5 Challenges of Hybrid Work — and How to Overcome Them

• Martine Haas

Strategies to improve communication, coordination, connection, creativity, and culture.

Hybrid working arrangements can be daunting for those about to adopt them and challenging for those who already have. But the good news is that we’re learning quickly where the biggest obstacles lie and how to minimize them in advance and manage them as they come up. The most common challenges related to hybrid work fall under what the author calls the “5C challenges”: communication, coordination, connection, creativity, and culture. If you’re struggling to manage a hybrid team or workforce, start by understanding the five challenges, then use the author’s 5Cs checklist to assess where you’re at and where to go from there. It’s designed to help leaders tackle — and prioritize — the most common challenges of hybrid working.

One thing is clear about the future of work: At least in the near term — and possibly for much longer — hybrid work arrangements are going to be the norm for many organizations, in industries ranging from tech to pharmaceuticals to academia. There are good reasons why many companies and employees are excited about this mix of in-person and remote work — and equally good reasons why many feel trepidation about the shift.

• Martine Haas is the Lauder Chair Professor of Management at the Wharton School and Director of the Lauder Institute for Management & International Studies at the University of Pennsylvania. She holds a PhD from Harvard University. Her research focuses on collaboration and teamwork in global organizations.

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Is Hybrid Work the Best of Both Worlds? Evidence from a Field Experiment

• Format: Print
• | Language: English
• | Pages: 86

About The Authors

Prithwiraj Choudhury

Tarun Khanna

Related work.

• Forthcoming
• Review of Economics and Statistics
• Is Hybrid Work the Best of Both Worlds? Evidence from a Field Experiment  By: Prithwiraj Choudhury, Tarun Khanna, Christos A. Makridis and Kyle Schirmann

Hybrid is the future of work

Key takeaways.

• Hybrid working arrangements balance the benefits of being in the office with the benefits of working from home.
• Before implementing hybrid policies, executives and managers need to think through the implications of how and when employees work remotely.
• Issues of equity and equal treatment need to be carefully considered in a hybrid work arrangement.

As businesses and everyday life slowly return to pre-pandemic activity, one point is becoming clear: The home office isn’t about to shut down. In my  research  and discussions with hundreds of managers across different industries, I’m finding that about 70 percent of firms — from tiny companies to massive multinationals  like Apple, Google, Citi and HSBC  — plan to implement some form of hybrid working arrangements so their employees can divide their time between collaborating with colleagues on site and working from home.

Hybrid arrangements balance the benefits of being in the office in person — greater ability to collaborate, innovate and build culture — with the benefits of quiet and the lack of commuting that come from working from home. Firms often suggest employees work two days a week at home, focusing on individual tasks or small meetings, and three days a week in the office, for larger meetings, training and social events.

That chimes with the recent evidence from my research with  Paul Mizen and Shivani Taneja  that small meetings can be as efficient by video call as in person. In-person meetings are typically easier for communicating by visual cues and gestures. But video calls save the travel time required to meet in person. And since video calls for two to four people mean everyone occupies a large box on a Zoom screen, it is easy to be seen.

In contrast, almost half of respondents to our research survey reported large meetings of 10 or more people were worse by video call. People are allocated to smaller boxes in these situations so it is hard to see the faces and gestures of participants. And attendees normally have to mute, leading to stilted conversations.

A matter of choice?

But another question is controversial: How much choice should workers have in the days they work from home?

On the one hand, many managers are passionate that their employees should determine their own schedule. In my research with Jose Barrero and Steve Davis we surveyed more than 35,000 Americans since May 2020 and our  research data  show that post-pandemic 32 percent of employees say they never want to return to working in the office.

Figure 1: Small meetings can work by video conference; large meetings are best in person.

Question:  "How do meetings compare by video call (Zoom, Teams, etc.) versus in person in terms of how efficient the meetings turn out to be?”

These are often employees with young kids who live in the suburbs and for whom the commute to work is painful. At the other extreme, 21 percent tell us they never want to spend another day working from home. These are often young, single employees or empty nesters in city-center apartments.

Figure 2: Employees are hugely varied in how many days per week they want to WFH.

Response to:  "In 2022+ (after COVID) how often would you like to have paid work-days at home?"

Given such radically different views, it seems natural to let them choose. One manager told me, “I treat my team like adults. They get to decide when and where they work, as long as they get their jobs done.”

But I have three concerns — concerns, which after talking to hundreds of firms over the last year, have led me to change my  advice  from supporting to being against employees’ choosing their own WFH days.

A management nightmare?

One concern is managing a hybrid team, where some people are at home and others are at the office. Many workers are expressing anxiety about this generating an office in-group and a home out-group. For example, employees at home can see glances or whispering in the office conference room but can’t tell exactly what is going on. Even when firms try to avoid this by requiring office employees to take video calls from their desks, home employees have told me that they can still feel excluded. They know after the meeting ends the folks in the office may chat in the corridor or go grab a coffee together.

The second concern is what every firm has been fearing: [1]  That given a choice, most employees will take Monday and Friday off. Indeed, only 36 percent of employees would choose to come in on Friday compared with 82 percent on Wednesday. This highlights the severe problems firms could face over effective use of office space if they let employees pick their days to work from home. Providing enough desks for every employee coming in on Wednesday would leave half of these desks empty on Monday and Friday.

Figure 3: Efficient use of office space will require central coordination.

Question:  "If you got to work from home for two days per week which two days would you choose?"

The third concern is the risk to diversity in the workplace. It turns out that who wants to work from home after the pandemic is not random. In our  research  we find, for example, that among college graduates with young children, women want to work from home full time almost 50 percent more than men.

Figure 4: College-educated women and men with younger children differ in the number of days they want to WFH post-pandemic.

Note: College educated employees with children under 12.

This is worrying given the evidence that working from home while your colleagues are in the office can be highly damaging to your career.

In a  2015 study  I conducted with a large multinational company based in China, my colleagues and I randomized 250 volunteers into a group that worked remotely for four days a week and another group that remained in the office full time. We found that WFH employees had a 50 percent lower rate of promotion after 21 months compared with their office colleagues. This huge WFH promotion penalty chimes with comments I’ve heard over the years from managers that home-based employees often get passed over on promotions.

Adding this up, you can see how allowing employees to choose their WFH schedules could exacerbate the lack of workplace diversity. Single young men could all choose to come into the office five days a week and rocket up the firm, while employees who live far from the office or have young children and choose to WFH most days are held back. This would be both a diversity loss and a legal time bomb for companies.

I changed my mind

Based on this evidence I changed my mind and started advising  firms  that managers should decide which days their team should WFH. For example, if the manager decides WFH days are going to be Wednesday and Friday, everyone should work from home on those days and everyone should come to the office on the other days. Importantly, this should apply to the CEO downwards. If the top managers start coming in on extra days, then the managers one level below start coming in on extra days to curry favor with their bosses, and then managers two levels down start coming in on extra days to curry favor with their bosses, and so on until the system will collapse.

The pandemic has started a revolution in how we work, and our  research  shows working from home can make firms more productive and employees happier. But like all revolutions, this is difficult to navigate. Firms need leadership from the top to ensure their work force remains diverse and truly inclusive.

1  “Empty offices on Monday and Friday spell trouble,”  Financial Times , May 15, 2021, Pilita Clark.

Barrero, Jose, Nicholas Bloom and Steve Davis. "Why working from home will stick," National Bureau of Economic Research working paper 28731, April 2021.

Bloom, Nicholas, Paul Mizen and Shivani Taneja. "Returning to the office will be hard," CEPR VOXEU, June 2021.

Bloom, Nicholas, James Liang, John Roberts and Zhichun Jenny Ying. "Does working from home work? Evidence from a Chinese experiment,"  Quarterly Journal of Economics , 2015.

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Your employees are ready for hybrid work – are you?

Cisco global hybrid work study 2022.

Going back to “the old way” of doing things is no longer an option as we move forward in the hybrid work era, especially after two years of positive outcomes for employees and employers alike. In fact, 62% of employees agree that their ability to work from anywhere impacts whether they stay at or leave a job.

However, with only 1 in 4 employees saying their company is ‘very prepared’ for the future of hybrid work, more needs to be done to embed hybrid work arrangements and reimagine the employee experience. We explore more in our latest research study:

Download the global report

Why hybrid work works for employees

While employees were initially challenged by the sudden shift to hybrid and remote working arrangements, our research found that this mode of working has yielded many benefits over the last two years for organizations and their people. More than three quarters of respondents (78%) believe hybrid and remote working has improved all aspects of well-being, empowering employees to take care of their full selves in both their roles at work, and beyond their jobs.

The five areas of well-being

have saved money through hybrid work in the past year

believe hybrid working has had a positive impact on their physical fitness

say that hybrid working has improved family relationships

said the ability to work hybrid has made them happier and more motivated in their role

report that hybrid working has decreased their stress levels

Compare a market to the global response:

There were also notable differences across the five categories of well-being we researched: emotional, financial, mental, physical, and social well-being. While over two-thirds (68.3%) say their mental well-being has improved, social well-being is the least improved, with 42.8% believing their social well-being has improved, and a further 32.9% saying it has not changed. When looking more deeply into the different areas of well-being studied, some interesting insights can be gained for employers.

Supporting the workforce of the future

Operating and supporting a hybrid workforce starts with investing in the technologies and tools needed to support work from anywhere. In fact, technology support was rated as a top priority for working from home successfully by 77% of employees.

said increased use of technology was a critical factor.

said greater use of virtual meeting and collaboration tools.

Establishing a positive culture, employee engagement, and people processes should go hand-in-hand for leadership teams to truly empower the hybrid workforce of the future and lead by example for their teams.

employees say their company needs to rethink their culture.

said a flexible work schedule was the most important.

“ Technology is core to driving inclusivity and connectedness with employees regardless of if they’re remote or in-person. Cisco’s mission is to help 'level the playing field' and enable a more inclusive future where everyone can participate, regardless of geography, language preference, personality type, or familiarity with technology. ” Jeetu Patel, EVP and General Manager, Security & Collaboration

Work-life Balance

Performance

felt that working away from the office had improved their work-life balance

feel their role can now be performed just as successfully remotely as in the office

saved at least four hours per week when they worked from home and over a quarter (26%) of respondents saved eight or more hours a week

reinvested these time savings into time with family, friends, and pets

say they have been able to learn, grow and succeed in their roles over the last past two years

believe their quality of work has improved over the past two years

believe productivity has risen.

saw greater levels of self-improvement in job knowledge and skills

said the ability work hybrid has made them happier and more motivated in their role

believe their manager trusts them to be productive when working hybrid

believe that hybrid working has improved their company’s culture

of our respondents say that working remotely has improved relationships with colleagues

Are employers ready for hybrid work?

Today, just one in four employees feel their organization is ‘very prepared’ for a hybrid working future. As companies implement the new normal for hybrid working arrangements, there are huge opportunities to evolve and make the right investments to support an effective workforce.

Investment in technology was the area where employees felt their companies were most prepared for hybrid work. However, there are still technology implications to ensure a seamless experience for the present and future workforce.

Connectivity

As any hybrid worker can attest to, connectivity can be a significant issue when working away from the office.

Networking infrastructure

As a result, technology will remain critical to enabling a future with increasingly diverse and distributed workforces.

Cybersecurity

Cybersecurity is also important in a hybrid world as the threat landscape expands beyond the in-office technology experience.

“ It is clear that hybrid working is here to stay, and for good reason as employees and businesses alike see tangible benefits across key indicators - from improved overall employee wellbeing to better productivity and work performance. Nonetheless, more needs to be done to fully leverage the opportunities of a hybrid work future, particularly in building an inclusive culture, devising employee engagement strategies, and deploying technology infrastructure to bring organizations to the readiness levels of their employees. ” Anupam Trehan, Director, People and Communities, Cisco India & SAARC

While employees felt their companies were more prepared from a technology perspective, employee support and HR policies and processes were the areas of least preparedness for hybrid work. This suggests organizations and leadership teams are still determining if and how to commit to a hybrid work culture or may lack the resources to do so. Workplace culture is a critical component for hybrid work to work for employers and their businesses.

As return to office conversations intensify, employees indicate an inclusive culture is at the center of hybrid employee engagement. Yet,

Another area of importance to employees for businesses to consider is career progression. A sizeable minority (43%) believe they are less likely to be promoted as quickly when working remotely, and 57% say those in the office will see more career growth than remote workers. This needs to be addressed to ensure a level playing field for all employees irrespective of where they find themselves working.

Reimagining offices

Methodology

• New Zealand
• Philippines
• Netherlands
• South Africa
• Switzerland
• United Arab Emirates
• United Kingdom
• Our research aimed to uncover insights around how employees have fared over the past two years’, where hybrid and remote working has been commonplace. It reveals the significant benefits that hybrid working remotely has brought to both employees and employers, even despite the challenges anticipated at the start of the pandemic lockdowns.
• Respondents work in a wide range of industries: Agriculture; Consumer Goods; Construction and Engineering; Education; Energy; Manufacturing; Food and Beverage; Financial Services; Government and Public Service; Healthcare; IT, Technology and Telecommunications; Media and Communications Services; Mining; NGOs / Charitable Organisations; Professional Services; Real Estate; Retail; Tourism and Hospitality; Transportation (Airlines, Shipping); and Utilities.

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How Hybrid Working From Home Works Out

Hybrid working from home (hybrid), whereby employees work a mix of days at home and at work each week, has become common for graduate employees. This paper evaluates a randomized control trial of hybrid on 1612 graduate engineers, marketing and finance employees of a large technology firm. There are four key results. First, hybrid was highly valued by employees on average, reducing attrition by 33% and improving job-satisfaction measures. Second, hybrid reduced working hours on home days and increased them on office days and the weekend, altering the structure of the working week. Third, hybrid increased messaging and video calls, even when all employees were in the office, reflecting a move towards more electronic communication. Finally, there were large differences in the valuations of hybrid between managers and non-managers. Non-managers were more likely to volunteer into the hybrid experiment, to work from home on eligible days, to predict positive impacts on productivity, and to reduce their attrition under hybrid. In contrast, managers were less likely to volunteer, less likely to work from home on eligible days, predicted a negative average impact of hybrid on productivity, and saw increased attrition rates under hybrid.

We thank our formal discussant Ed Glaeser and audiences at Berkeley, Stanford, USC, UCLA, SAIF-FISF, AMES 2022, ESAM 2022, AEA, CESI, NBER, Scancor, AEI, and Luohan for comments. We thank the Smith Richardson Foundation and Toulouse Network for Information Technology for co-funding. Finally, we thank Jennifer Cao, Tracy Zhang, Sherry Ye, Fangyuan Chen, Xing Zhang, Ying He, Junyi Li, Byron Ye from Trip.com and Mert Akan and Shelby Buckman from Stanford for data, advice, and logistical support, and Lindiandian Yi for research assistantship. Conflict of interest, AEA, and IRB statement: No funding was received from Trip.com. James Liang is the co-founder, former CEO, and current Chairman of Trip.com. No other co-author has any financial relationship with Trip.com. Neither the results nor the paper was pre-screened by anyone. The experiment was registered with the American Economic Association after the experiment had begun (when Bloom and Han were invited to analyze the data) but before any data was analyzed. The experiment was IRB-exempt as the experiment was initiated by Trip.com before Bloom and Han joined the project, and only anonymous data was shared with the Stanford team. The views expressed herein are those of the authors and do not necessarily reflect the views of the National Bureau of Economic Research.

MARC RIS BibTeΧ

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• July 21, 2022

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Research Report

Future of work research

5-minute read

November 29, 2022

• In our Future of Work study we explored what people need to be healthy and productive as we enter a new era of work.
• Although we learned that 83% of workers around the globe prefer a hybrid work model, businesses are investing in the onsite work environment.
• By asking the right questions, leaders can create more human-centric models of work today that will support business success in the future.

Is work evolving in ways that support people?

The future of work is evolving in real time as organizations endure profound change on compressed timelines. Companies are experiencing supply chain stressors, security threats, inflation, mixed economic signals and changing customer expectations amid a tight talent market.

These accelerated transformations place greater pressure on a workforce that has been living and working through unprecedented times for more than two years. Mental health is being tested. Exhaustion and burnout have become common as people experience shifts in their values and priorities.

Accenture’s previous research revealed that embedding individual and organizational resources across the worker experience could help workers to be happy, healthy and able to do their jobs, regardless of where they physically work. Now, we’ve learned that although organizations increased their investment in some of these resources, the largest investment has been in getting the onsite work experience “caught up” to the remote one.

It is critically important to understand what matters to your employees, because 9 times out of 10, your employee is also your customer.

A focus on onsite does not align with workers’ preferences. Our 2021 research found that 83% of global workers saw a hybrid model (sometimes working remotely and sometimes onsite) as ideal, yet more workers are fully onsite today than before (36% in 2022 vs. 25% in 2021). 

Access to drivers of onsite productivity has increased year over year.

Of workers at companies that communicated a long-term work-model decision, only 35% feel the decision reflects research, data and employee needs.

Only 29% of workers now trust that their company’s leaders have their best interests at heart.

How can organizations compete in today’s all-out war for talent when workers aren’t accessing the support they need to be successful at work (wherever they work) and Net Better Off—stronger personally and professionally today, as compared to when they first arrived at the company?

CEOs must invest in the right approaches

What happens next is up to CEOs and other leaders who are making decisions about work experiences. Our research surveyed 200 CEOs around the globe and revealed that leaders believe that the pandemic has showed a need to do things differently from an organizational and people perspective, but they are not ready to change.

Yet, leaders that aren’t shaping a new future of work that delivers on worker expectations risk exacerbating existing problems, such as attrition. Workers who do not feel they can be productive, healthy or happy in any work location are 7.7x more likely to want to leave their organizations. In contrast, workers enabled to perform their work anywhere are 2.3x more likely to stay with their company, even in high-turnover industries.

And the research shows that work models that benefit workers also benefit the business because high-growth organizations have work models attuned to their workers’ needs.

• 66% of CEOs know that things need to change, but they are reluctant to pursue work models and approaches that differ from those used in the past.
• Only 26% of CEOs have a future-ready strategy that is holistically focused on changing how, why and where we work. 
• 68% of high-growth organizations have enabled productivity anywhere workforce models (up from 63% in 2021).

Today’s actions matter

The resources that are enabling workers to perform their jobs anywhere are also leaving them 21% higher Net Better Off, which we know from previous research drives up to 5% revenue growth (and when enabled through omni-connected work cultures, drives up to 7.4% revenue growth). Omni-connected means creating value for people and the business by building a work environment in which people have the trust and technology needed to forge human connections with colleagues, managers and the company.

Workers who benefit from omni-connected experiences create personal and business value, and they also grow their careers because they are more resilient, creative and productive.

Productive anywhere workers are more likely to stay with their employer.

Employees are increasingly looking to their employer to help meet their individual “me” needs (physical, financial, employable, emotional/mental), their “me and you” needs (relational) and their collective “we” needs (purposeful). Omni-connection is key.

Four questions to ask

The future of work is evolving every day. Where businesses go next depends on the choices made now. Approaches that have worked in the past are based on outdated concepts about people and business. Leaders must reimagine a new model that centers on people and how, where and why they work. Business leaders can begin to change the current trajectory and shape a future of work that benefits both workers and the business. These questions are a good place to start:

What is your organization’s purpose?

Purpose has been used to attract new talent, not to help existing workers feel that they are contributing to something bigger than themselves. Leaders can make purpose part of culture by embedding it in many interactions, during recruitment and career development.

• 52% say purpose is more of a talent branding tool than a real catalyst for change

How are your leaders supporting people?

Supportive leadership, organizational agility and work autonomy have increased, but they are not equitably distributed among the workforce. When leaders shed command-and-control models and lead with intent, they give people autonomy to choose their own path to get business done.

• 53% of CEOs still prioritize productivity over people’s well-being

How are leaders creating better work experiences?

Leaders have invested in onsite work improvements, rather than in resources that help workers be “productive anywhere” and Net Better Off. Better work experiences rely on omni-connected cultures, where people are connected and feel they belong, regardless of physical location.

• Being omni-connected accounts for 59% of someone’s intention to stay with a company.

Do your workers have the right digital skills?

Digital skills have decreased, especially among key workforce groups. To build digital fluency and contribute to innovation and better customer experiences, people need ongoing training and digital tools need to be at the center of how people connect, work and grow.

• Only 31% of workers are confident their skills will be relevant in five years

What will you decide?

No one could have predicted or altered the course of events that have changed work as we know it. We can, however, decide how to respond and improve work for the future. Our Future of Work research has shown that productivity and well-being are not contradictory, but complementary. People need access to resources that support their fundamental human needs, and they should be able to work in a supportive environment, regardless of their physical location. Those who will lead in the future of work will be the ones who are creating a foundation for healthy, effective workers and organizations that not only survive, but thrive in times of change.

• Work in progress: The future of work depends on us
• The future of work: Productive anywhere

About the research

Accenture Research fielded a survey in March 2021 to 9,326 global workers across Australia, Brazil, Canada, China, France, Germany, Japan, Singapore, Sweden, UK and US and the following industries: Banking, Insurance, Capital Markets, High Tech, Retail, Customer Goods & Services, Public Sector, Healthcare, Communications and Media, Utilities, Energy and Life Sciences. 

In February 2022, a workforce survey was fielded sampling 10,750 workers across 13 countries (Australia, Brazil, Canada, China, France, Germany, Italy, India, Japan, Singapore, Sweden, UK and USA), working in 12 industries (Banking, Insurance, High Tech, Retail, Consumer Goods & Services, Public Sector, Healthcare, Communications & Media, Utilities, Energy, Life Science and Travel & Hospitality). An additional survey was fielded with 200 CEOs across the same geographies and industries. Worker-experienced drivers of onsite and remote productivity and key work resources were measured again following a Spring 2021 survey, for year-over-year comparison.

Related capabilities

• Talent strategy & development
• HR transformation & delivery
• Change management

John-Paul Pape

Managing Director – Talent & Organization

David A. Ramirez

Managing Director – Future of Work, Global Lead

Elena Pienkowski

Senior Managing Director – Talent & Organization, Change Management, Global Lead

Choosing a Hybrid Work Model and New Challenges

• Conference paper
• First Online: 04 February 2022
• Cite this conference paper

• V. G. Konovalova 12 ,
• B. V. Petrenko 12 &
• R. V. Aghgashyan 13  

Part of the book series: Lecture Notes in Networks and Systems ((LNNS,volume 397))

2041 Accesses

3 Citations

The contribution examines the accumulated experience of remote work in order to identify development prospects for hybrid work models in various activity fields, opportunities and risks arising in this regard. The Covid-19 pandemic has shown that although modern IT infrastructure, including in Russia, is often able to provide remote work, however, assessments of its advantages and problems, the impact on labor efficiency and employee motivation are ambiguous. The problems of switching to a hybrid model can be caused by both the risk of ensuring information security, and insufficient preparation of employees for self-organization, building a work and rest schedule and maintaining the effectiveness of communications and work, cramped conditions and distractions when working from home. As potential risks of hybrid work, the authors identified problems of socialization and increased emotional burnout, an increase in the gap between members of the hybrid team working in different formats (from the office/remotely), the threat of an increase in the gender gap. Recommendations on the organization of work and maintenance of virtual cooperation when implementing a hybrid model are proposed and justified.

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Konovalova, V.G., Petrenko, B.V., Aghgashyan, R.V. (2022). Choosing a Hybrid Work Model and New Challenges. In: Ashmarina, S.I., Mantulenko, V.V., Vochozka, M. (eds) Proceedings of the International Scientific Conference “Smart Nations: Global Trends In The Digital Economy”. Lecture Notes in Networks and Systems, vol 397. Springer, Cham. https://doi.org/10.1007/978-3-030-94873-3_69

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How virtual work is accelerating innovation

Despite the upheaval caused by the COVID-19 pandemic—and partly because of it—innovation and digitization have been happening at a record-breaking pace. A McKinsey survey of top executives around the world found that companies accelerated their digitization  of customer, supply chain, and internal operations by an average of three years.

Indeed, over the past two years, countries around the world have set records for new business formation, new patents issued, venture capital invested, and more. The US Census Bureau’s seasonally adjusted business formation statistics data show that through 2021, a record 5.38 million applications had been filed to form new businesses—an increase of more than 50 percent over prepandemic 2019. 1 “Business Formation Statistics, April 2022,” US Census Bureau, May 11, 2022. The brisk pace meant there were roughly 409,000 more US filings in 2021 than at the same point in prepandemic 2019. The World Intellectual Property Indicators also showed that aggregate global filing activity across 150 authorities grew in 2020, even amid the global health crisis. 2 World Intellectual Property Indicators 2021 , WIPO, 2021. Venture capital flows have also boomed: in 2021, global venture capital more than doubled from 2020, rising 111 percent. 3 Jordan Major, “Global VC funding hit a record $621 billion in 2021, a 111% increase YoY,” Finbold.com (Finance in Bold), January 13, 2022.

About the authors

This article is a collaborative effort by Federico Berruti , Gisele Ho, Phil Kirschner , Alex Morris, Sophie Norman, and Erik Roth , representing views from McKinsey’s Operations, Digital, Growth & Innovation, and Real Estate practices.

What’s striking about these dramatic advances is that they largely entailed people collaborating remotely, leveraging technology in different ways, and being bolder with innovation, automation, and digitization than ever before. For decades, physical proximity has been considered essential to successful innovation. In an influential 1977 book, management professor Thomas Allen described a strong negative correlation between physical distance and frequency of communication, finding that people are four times as likely to regularly talk with someone six feet away from them as with someone 60 feet away, and people almost never communicate with colleagues on separate floors or in separate buildings. 4 Thomas J. Allen, Managing the Flow of Technology , Cambridge, MA: MIT Press, 1977.

This proximity mantra guided everything from office layouts to urban planning. Cities such as Boston (with many counterparts around the world) have tried to fuel innovation by establishing districts where academia, research organizations, start-ups, and investors work side by side in purpose-designed “innovation ecosystems.” 5 Carmelina Bevilacqua et al., Place-based innovation ecosystems: Boston-Cambridge innovation districts (USA) , Joint Research Centre, 2019. Locating problem solvers together to encourage creative collisions of ideas, experimentation, and informal collaboration is also core to one of McKinsey’s original eight essentials of innovation .

Would you like to learn more about our Operations Practice ?

While the pandemic-related measures have thwarted the engineered serendipity designed into physical work spaces, making watercooler conversations and impromptu problem-solving interactions difficult to replicate virtually, it has led to a broad embrace of videoconferencing and virtual collaboration tools. Organizational network and collaboration analytics have also enabled innovative companies to help employees build and sustain the ties necessary to generate new ideas. As a result, organizations have, in the words of author Steven Johnson, “widened the pool of minds that could come up with and share good ideas” 6 Steven Johnson, Where Good Ideas Come From: The Natural History of Innovation , New York, NY: Riverhead Books, 2010. —a vital ingredient for innovation. By connecting people into broader virtual networks, the pandemic has increased the collective speed and creativity of innovation efforts.

It’s likely that flexible work and workplaces are here to stay, especially for organizations seeking to maintain or accelerate this elevated pace of innovation. More than half of corporate and government employees say they would like to work from home  at least three days per week, and the number is even higher for innovation talent, such as programmers. 7 “For programmers, remote working is becoming the norm,” Economist , August 11, 2021. Location flexibility has become a de facto expectation for the latter group. Rather than seeing this as an obstacle, organizations seeking to innovate are doubling down on the benefits that new approaches to innovation present.

Diversity and inclusion

Innovators recognize that increased diversity and greater inclusion, both within teams and at the leadership level, produce more and better innovation results. A recent McKinsey study  found that more ethnically and racially diverse companies outperform their less-diverse peers by 36 percent when it comes to financial targets. As a result, innovators  are tapping virtual work to attract more specialized and diverse talent and are building more inclusive workforces. One recently launched start-up that rapidly achieved unicorn status shifted to a virtual-first model, recognizing that the specific innovation talent its business required wasn’t available in any single major city.

Productivity

Innovators have also recognized that virtual teams, especially when managed effectively, can avoid unnecessary distractions, experience more effective and uninterrupted workflow, and achieve productivity gains. In a 2021 study, 83 percent of employees working remotely agreed that their homes enabled them to work productively—a higher proportion than the average office (64 percent) and even outstanding workplaces (78 percent). 8 “Workplace 2021: Appraising future-readiness,” Leesman, 2021. One innovative technology company recently started “time zone stacking,” the practice of strategically structuring virtual teams to positively leverage time differences and further accelerate innovation efforts.

How CEOs can win the new service game

Customer-centricity.

Perhaps paradoxically, an adjustment made because of the COVID-19 pandemic has enabled many organizations to get physically closer to their customers, as hiring is no longer tethered to geographic location. One global payment platform, for example, launched a remote engineering hub during the pandemic, hiring engineers from a range of locations and cultures. One year into the initiative, the company reports feeling “closer to customers—because we literally are.” Similarly, a government agency now describes being more citizen-centric thanks to hiring employees who live and work across the country, not just in the capital city.

Proximity to the customer, instead of to a physical office, can help organizations’ innovation talent avoid the corporate echo chamber and identify and test new ideas faster. Getting closer to target communities is also easier than ever thanks to the proliferation of coworking sites and other “third places” to work and connect.

Proximity to the customer, instead of to a physical office, can help organizations’ innovation talent avoid the corporate echo chamber and identify and test new ideas faster.

The pandemic has made clear that lack of physical proximity need not hold back innovation—in fact, it can fuel it—but this is not a new phenomenon. Although it may come as a surprise to some, boldly innovating through remote collaboration has been a fixture in the scientific community for decades. In the 1980s, researchers adopted a way of working called the “collaboratory,” a virtual space where scientists interact with colleagues, share data and instruments, and collaborate without regard to physical location. Breakthroughs achieved through virtual collaboration include the Human Genome Project and the ATLAS project at CERN, which involved 1,800 particle physicists across 34 countries.

More recently, innovators outside the science sphere have embraced the approach. Cryptocurrencies and metaverse platforms were largely developed through decentralized collaboration involving people around the globe. Pandemic-related changes simply expanded on the model rapidly, notably in the record-breaking development of the COVID-19 vaccines and a slew of new company and product launches over the past 24 months.

If the age of assuming that innovation requires physical proximity is behind us, with innovative companies’ full embrace of virtual teams and the role of technology, what comes next? One executive who leads a 50-person innovation group as part of a 15,000-employee organization said, “The pandemic made us realize that we never needed a swanky and costly innovation studio to do our work. What we want is community.” His plans are to make virtual work permanent, with monthly or quarterly in-person gatherings to strengthen trust, friendship, and connection.

How many more innovators will adopt this approach? Will bringing together the best of remote practices and the best of in-person experiences accelerate innovation even further? Let’s start experimenting to find out.

Federico Berruti and Alex Morris are both partners in McKinsey’s Toronto office, where Gisele Ho is a senior manager; Phil Kirschner is a senior expert in the New York office, where Sophie Norman is a senior manager; and Erik Roth is a senior partner in the Stamford, Connecticut, office.

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Clinical Research Coord Intermed-Hybrid/Term Limited

How to apply.

A cover letter is required for consideration for this position and should be attached as the first page of your resume. The cover letter should address your specific interest in the position and outline skills and experience that directly relate to this position.

The Department of Otolaryngology-Head and Neck Surgery is seeking a Clinical Research Coordinator to join a dynamic, highly impactful pediatric, clinical translational NIH funded team. This opportunity allows wonderful and highly rewarding patient and family interactions, where you will be involved with a clinical trial of a novel medical device, developed at the University of Michigan as a therapy for children with hypotonia and obstructive sleep apnea. Our positive, energetic team is composed of Otolaryngology-Head and Neck Surgery, Sleep Medicine, Biomedical Engineering, and Neurology and has been recognized by the Medical School as a research group of excellence.  The successful applicant will have interest in engaging in our ongoing NIH funded clinical trial (NCT05527652). In this role, and with guidance from faculty and research personnel, day to day responsibilities will include, but are not limited to screening and enrollment of families for an interventional trial, meeting families for study visits, assist with assessments and data collection, conducting telephone visits, assist with regulatory as well as DSMB reports, and assist in preparing NIH progress reports and other summary materials. Both in-person and remote work is expected along with some after-hours work to support participant activities when needed, thus flexibility is required. There are also opportunities to be involved in additional clinical studies and interact with other collaborative institutions through NHLBI and NIH.  The successful candidate will have career development opportunities through the University of Michigan Institute for Clinical and Health Research program and will have access to multiple seminar series including the Biological Rhythms and Sleep Seminar as well as other optional lectures series. 

CRC STATEMENT:

This clinical research coordinator (CRC) position may provide study coordination for multiple clinical research studies of any complexity. Coordinator experience and mastery of all job duties from the CRC-Associate position on the Michigan Medicine CRC Career Ladder is required. This position should begin to serve on various clinical research committees at the University level. This position demonstrates advanced skills and knowledge along with the ability to support, guide, train, and demonstrate the implementation of study related activities. This position applies critical thinking and creative problem-solving skills across a wide variety of clinical studies. This position contributes to the development of new processes, procedures, and tools to enhance clinical research activities across the competency domains and conducts quality assurance/quality control checks on their work. This level of CRC continues to build on their competency foundation by making greater investments in their ongoing continuing education and professional development. Key behavioral competency descriptors include: Design, demonstrate, develop, guide, and support. This position demonstrates advanced skills and knowledge along with the ability to support, guide, train, and demonstrate the implementation of study related activities. This position applies critical thinking and creative problem-solving skills across a wide variety of clinical studies. This position contributes to the development of new processes, procedures, and tools to enhance clinical research activities across the competency domains and conducts quality assurance/quality control checks on their work. This level of CRC continues to build on their competency foundation by making greater investments in their ongoing continuing education and professional development. Key behavioral competency descriptors include: Design, demonstrate, develop, guide, and support.

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Michigan Medicine improves the health of patients, populations and communities though excellence in education, patient care, community service, research and technology development, and through leadership activities in Michigan, national and internationally.  Our mission is guided by our Strategic Principles and has three critical components; patient care, education, and research that together enhance our contribution to society.

Responsibilities*

Expert level knowledge, skills, and abilities within all 8 competency domains is expected:

• Scientific Concepts and Research Design
• Ethical Participant Safety Considerations
• Investigational Products Development and Regulation
• Clinical Study Operations (GCPs)
• Study and Site Management
• Data Management and Informatics
• Leadership and Professionalism
• Communication and Teamwork

In this role, and with guidance from faculty and research personnel, day to day responsibilities will include, but are not limited to:

• Screening and enrollment of families for an interventional trial
• Meeting families for study visits,
• Assist with assessments and data collection.
• Conducting telephone visits
• Assist with regulatory as well as DSMB reports.
• Assist in preparing NIH progress reports and other summary materials.

Supervision Received:

This position reports directly to the faculty Principal Investigator.

Required Qualifications*

• Bachelor's degree in Health Science or an equivalent combination of related education and experience.
• Certification is required through Association of Clinical Research Professionals (ACRP) as a Certified Clinical Research Coordinator (CCRC) or Society of Clinical Research Association (SOCRA) as a Certified Clinical Research Professionals (CCRP) or equivalent. Candidates must be eligible to register or take the exam at date of hire and the certification must be completed or passed etc. within six months of date of hire. (Please review eligibility criteria from SoCRA or ACRP )
• Minimum 3 years of directly related experience in clinical research and clinical trials is necessary. Please review SoCRA's Definition of a Clinical Research Professional qualifying experience prior to applying.

Desired Qualifications*

• 6+ years of direct related experience
• Experience working in clinical research or patient settings is a plus.

Work Schedule

This position is eligible for a hybrid schedule (work remotely and onsite) depending on the needs of the department. Both in-person and remote work is expected along with some after-hours work to support participant activities when needed, thus flexibility is required.

Additional Information

This is a term-limited position through 8/31/26 with potential for continuation on future projects. At the end of the stated term, your appointment will terminate, and will not be eligible for Reduction-in-Force (RIF) benefits.  This term-limited appointment does not create a contract or guarantee of employment for any period of time as you will remain subject to disciplinary or other performance measures, up to and including termination, at the will of the University in accordance with existing University policy and standards for employee performance and conduct. 

Michigan Medicine is firmly committed to advancing inclusion, diversity, equity, accessibility, and belonging, which are core to the culture and values of the Medical School Office of Research. Our community supports recruiting and cultivating a diverse workforce as a reflection of our commitment to serve the diverse people of Michigan and the world. We strive to create a work culture where each team member feels respected, valued, and safe. 

Background Screening

Michigan Medicine conducts background screening and pre-employment drug testing on job candidates upon acceptance of a contingent job offer and may use a third party administrator to conduct background screenings.  Background screenings are performed in compliance with the Fair Credit Report Act. Pre-employment drug testing applies to all selected candidates, including new or additional faculty and staff appointments, as well as transfers from other U-M campuses.

Application Deadline

Job openings are posted for a minimum of seven calendar days.  The review and selection process may begin as early as the eighth day after posting. This opening may be removed from posting boards and filled anytime after the minimum posting period has ended.

U-M EEO/AA Statement

The University of Michigan is an equal opportunity/affirmative action employer.

White collar workers are losing the work-from-home battle as available high-paying hybrid jobs plunge 40%

Good morning!

There’s no doubt that today’s employees want remote and hybrid options when it comes to where they work. And although some CEOs have reversed course on their RTO mandates, and the C-suite in general is realistic about how long it will take to get staffers back into the office, new data shows just how rare those positions are becoming—even for workers making good money. 

The proportion of available hybrid jobs with a salary of $100,000 or higher decreased by 40% between Q4 of 2023 and Q1 of this year, according to a new report from Ladders, a job search platform. Remote positions over six figures weren’t safe from RTO either, decreasing 33% over the same time period, while in-office opportunities rose by about 7%.

John Mullinix, head of growth marketing for Ladders, tells Fortune that the findings were a shock as researchers expected the numbers to stay relatively flat. He attributes the drop to bosses who made concessions to workers early on in the work-from-home wars , but have run out of patience. Currently, about 89% of all six-figure opportunities are fully in-person, while only 9% are remote and 2% are hybrid. 

“I feel like hybrid was hit harder, because the companies that were hybrid never really wanted to be remote companies in the first place,” Mullinix says.

It’s not just the $100,000-and-up salary jobs that are being phased out of flexible work arrangements. In 2020, about 62% of all U.S. office jobs were remote, which crashed down to 12% by 2023, according to a report earlier this year from Ringover, a British telecom firm.

“The competition is fierce for remote and hybrid jobs, because everybody wants it. And really who’s changing the narrative are the businesses from the top down. It’s not the job seekers,” says Mullinix.

Looking forward, he predicts that hybrid jobs will become virtually obsolete as employers divide themselves into two camps—a small fraction who offer completely remote jobs, with everyone else requiring workers to come back into the office.

“I’m pretty confident that remote jobs are not going to disappear,” he says. “Hybrid jobs might decrease into nothingness, where we won’t see them that much.”

Emma Burleigh [email protected]

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Citadel’s CEO is planning to construct a massive 62-story skyscraper in New York City in order to attract workers back into the office. Business Insider

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Red flag. Southern governors are telling workers they could lose their jobs if they join a union ahead of a vote to unionize a Tennessee Volkswagen factory. — Irina Ivanova, AP

Money moves. U.S. workers are willing to switch jobs, but now expect a record-high salary of $82,000 to make the jump—and men are asking $30,000 more than women. — Irina Ivanova 

Backroad blues. Workers from small cities and the suburbs have  a harder time finding new jobs than their big city counterparts, and may be missing out on essential networking connections. — Jane Thier

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Award Negotiator/Senior Award Negotiator – Sponsored Programs Administration

Sponsored programs administration.

This position may be eligible for a hybrid or remote work arrangement dependent with unit operational needs.

Since its founding in 1867, the University of Illinois Urbana-Champaign has earned a reputation as a world-class leader in research, teaching, and public engagement.

Sponsored Programs Administration (SPA) is a service unit under the Office of the Vice Chancellor for Research and Innovation, supporting the research enterprise throughout the entire lifecycle of an externally sponsored project, from proposal submission to award closeout.

Job Summary

On behalf of the Board of Trustees, at the Urbana-Champaign campus, independently negotiate external sponsorship in the form of contracts, grants, cooperative agreements, non-disclosure agreements, material transfer agreements, collaboration agreements, teaming agreements, licensing agreements, sub-awards, and consulting agreements.

Award Negotiator

Duties & Responsibilities

Negotiation Engagement and Advisement:

Independently perform specialized negotiation of contracts and awards for sponsored projects on behalf of the University’s Board of Trustees to ensure reasonable terms and conditions and compliance with international, federal and state laws and University policies and practices. Draft contract terms and conditions that provide for acceptable compromise for all parties while remaining compliant with all applicable laws, regulations, policies and procedures. Exercise authority in accepting terms and conditions, or alternatively determining the need for legal review or administrative approval. Possess the ability to manage a large portfolio of agreements with a variety of international, corporate, non-profit, federal and state sponsors. Advise faculty, administrators, and sponsored programs management on negotiations related to complex or sensitive agreement issues regarding regulatory compliance, intellectual property, publication rights, and liability.

Policy & Regulation Interpretation and Application:

  Research, interpret and autonomously apply relevant international, federal and state laws, regulations, guidelines and standards to ensure compliance within agreements. Interpret, translate and autonomously apply University policies and procedures as they relate to specific terms within agreements. Independently identify compliance concerns through review of the project statement of work and Sponsor’s proposed contractual terms and conditions and engage with various University administrative and compliance units (OVCR, IRB, IACUC, IBC, Division of Research Safety, Human Resources, Purchasing, General Counsel, Risk Management, and Office of Technology Management) to ensure the sponsored activity and terms of the agreement adhere to policies, laws, and regulations.

Electronic Systems Application & Training, Development and Presentation: Document, update, and maintain internal research administration database system, noting the specifics of each negotiation, including unresolved issues, institutional approvals and clauses of concern. Assist in developing training and tools to facilitate the ability of sponsored programs staff, University faculty, and department research administrators to obtain external sponsorship, manage sponsored awards, and maintain institutional regulatory compliance. Assist in new hire training.

Office Contributions: Independently seek opportunities to increase overall office knowledge and services provided, including attending conferences and webinars. Manage multiple tasks effectively and with a high level of productivity. Independently seek opportunities for professional development. Overnight travel may be required. Perform other duties as assigned.

Minimum Qualifications:

• Bachelor’s degree in legal studies, business law, business management or closely related fields. Alternate fields will be considered with equivalent experience.
• Two+ years of experience in a complex business, academic or government environment. Demonstrated experience in contract negotiation and management.

Preferred Qualifications:

• Master’s degree or JD. Experience in sponsored program review, negotiation and finalization of awards and contracts within a University pre-award research administration office.
• Certification in research administration (CRA).
• Certification in research administration at the University of Illinois at Urbana-Champaign (Illini CRA).

Knowledge, Skills and Abilities

• Well-developed organizational, analytical and problem-solving skills with the ability to complete multiple tasks, work effectively under deadline pressure and to successfully manage competing priorities with tact and efficiency.
• Outstanding customer service and highly developed communication skills.
• Ability to work autonomously and make informed business decisions with minimal oversight.
• Ability to work as a member of an effective, integrated team.
• Willingness to learn new electronic systems and keep up with frequent updates to existing systems.
• Proficiency in commonly employed software.

Preferred :

Knowledge of policies and procedures for the conduct of sponsored programs at the University of Illinois, including international, federal, and state of Illinois policies and regulations.

Senior Award Negotiator

Negotiation Engagement and Advisement: Independently perform high-level negotiation of contracts and awards for sponsored projects on behalf of the University’s Board of Trustees to ensure reasonable terms and conditions and compliance with international, federal and state laws and University policies and practices. Draft contract terms and conditions that provide for acceptable compromise for all parties while remaining compliant with all applicable laws, regulations, policies and procedures. Exercise authority in accepting terms and conditions, or alternatively determining the need for legal review or administrative approval. Possess the ability to manage a large portfolio of agreements with a variety of international, corporate, non-profit, federal and state sponsors. Advise faculty, administrators, and sponsored programs management on negotiations related to complex or sensitive agreement issues regarding regulatory compliance, intellectual property, publication rights, and liability. As a subject matter expert, advise internal and external constituents, and SPA colleagues on various complex agreements.

Policy & Regulation Interpretation and Application: Research, interpret and autonomously apply relevant international, federal and state laws, regulations, guidelines and standards to ensure compliance within agreements. Interpret, translate and autonomously apply University policies and procedures as they relate to specific terms within agreements. Independently identify compliance concerns through review of the project statement of work and Sponsor’s proposed contractual terms and conditions and engage with various University administrative and compliance units (OVCR, IRB, IACUC, IBC, Division of Research Safety, Human Resources, Purchasing, General Counsel, Risk Management, and Office of Technology Management) to ensure the sponsored activity and terms of the agreement adhere to policies, laws, and regulations.

Electronic Systems Application & Training, Development and Presentation: Document, update, and maintain internal research administration database system, noting the specifics of each negotiation, including unresolved issues, institutional approvals and clauses of concern. Assist in developing policy, communications, training and tools to facilitate the ability of sponsored programs staff, University faculty, and department research administrators to obtain external sponsorship, manage sponsored awards, and maintain institutional regulatory compliance. Serve as the primary liaison for onboarding new members of the Negotiation Team and assist in new hire training. Develop and deliver presentations at SPaRC, NCURA and other training opportunities.

Business Operations Contributions: Act as resource and back-up to the Assistant and Associate Director(s) of the Negotiation Team, coordinating communications with, and responding to inquiries from the Negotiation Team and others. Independently seek opportunities to increase overall office knowledge and services provided, including attending conferences and webinars. Manage multiple tasks effectively and with a high level of productivity. Independently seek opportunities for professional development. Perform other duties as assigned.

• Bachelor degree in legal studies, business law, business management or closely related fields. Alternate fields will be considered with equivalent experience.
• Two+ years of experience in research administration in a University setting.
• Demonstrated experience in contract negotiation and management.

Preferred Qualifications :

• Master’s degree or JD.
• Experience presenting contract negotiation topics.
• Two years of experience in sponsored program review, negotiation and finalization of awards and contracts within a University pre-award research administration office.

  Knowledge of policies and procedures for the conduct of sponsored programs at the University of Illinois.

Additional Physical Demands

Standard office environment.

Appointment Information

This is a 100% full-time Academic Professional position, appointed on a 12-month basis. The expected start date is as soon as possible after the close date. Salary ranges are as follows, and commensurate with experience.

Award Negotiator – $65,000 – $70,000

Senior Award Negotiator – $72,000 – $77,000

Application Procedures & Deadline Information

Applications must be received by 6:00 pm (Central Time) on Tuesday, May 28, 2024. Apply for this position using the Apply Now button at the top or bottom of this posting and upload a cover letter, resume/CV, and names/contact information (including phone number and email address) for three professional references. Incomplete applications and applications not submitted through  https://go.illinois.edu/AwardSrAwardNegotiator-SPA  will not be considered. For further information about this specific position, please contact Leslie Lewin Reinhart. For questions regarding the application process, please contact 217-333-2137.

To apply for this job please visit illinois.csod.com .

Minnesota Sea Grant

A Systemwide Program of the University of Minnesota

Minnesota Sea Grant: Two Aquatic Research Technician Position Job Openings

Minnesota Sea Grant is hiring two Aquatic Research Technicians! Application review begins May 10, 2024. 

The Minnesota Sea Grant Aquatic Research Technician will be working on the e nhancing habitat and diversity in invasive cattail-dominated shorelines project. Invasive, hybrid cattails have expanded into Minnesota nearshore lake zones, altering habitat for fishes and displacing native plant species. The objective of MNSG's cattail project is to understand the effects of hybrid cattail invasion on the ecological dynamics of nearshore lake communities across Minnesota. The project team will compare regional effects of cattail removal on nearshore lake ecosystems in lakes across Minnesota by measuring water quality variables, identifying plants, and sampling and identifying fishes.  

Quick Links & Instructions

Applications must be submitted online. 

• To apply for this position, go to https://hr.umn.edu/Jobs/Find-Job
• In the the "Search Jobs" field, enter "360868." This is the job ID #.
• Or go directly to MNSG Aquatic Research Technician posting
• Cover letter 
• Resume or curriculum vitae 
• Contact information for three professional references 
• Who’s hiring : The University of Minnesota Sea Grant College Program 
• Job Title : Aquatic Research Technician 
• Job ID : 360868 
• Location : St. Paul, MN. But travel throughout Minnesota is required. 
• Full or part time:  Approximately 40 hours per week. Work days and hours may vary and may include weekends.
• Term of service: June 2024 through late August 2024.
• Compensation: $15 per hour.
• Application open date: 4/26/2024 
• Application close date: Reviews will begin May 10, 2024.
• Questions: If you have questions about this position contact MNSG Extension Program Leader Amy Schrank at [email protected].
• Go to https://humanresources.umn.edu/content/find-job .
• Select "students.”
• Enter 360868 (Job ID number)

About the Position

Primary duties:.

• Travel to lakes across Minnesota throughout the summer for extensive field work. 
• Set and retrieve minnow traps to collect and identify fishes. 
• Help identify and enumerate nearshore plant species. 
• Measure water quality and other physical habitat variables in the field. 
• Collect and record accurate, detailed field data and notes. 
• Properly care for all sampling equipment, follow safety procedures, and follow animal use permit requirements.

Skills required:

• Must be organized, responsible, detail oriented, and willing to work as a team member. 
• Must be able to conduct field work under all outdoor conditions (rain, heat, wind, bugs). 
• Must be able to hike 4 miles carrying up to 40 lbs of equipment over uneven and/or steep terrain. 
• Must have a valid driver’s license and good driving record. 
• Must be comfortable working in/around water and canoeing/kayaking to some sites. 
• Must be comfortable camping for at least two weeks. 
• Must have a positive attitude and eagerness to learn.  

Preferred skills and attributes:

• Past experience with fish and/or plant identification/sampling. 
• Past field work/research/outdoor experience. 
• Experience using a hand-held GPS.

Who is Sea Grant?

Minnesota Sea Grant (MNSG) is a systemwide program of the University of Minnesota and one of 34 federal-university Sea Grant partnerships across the country that bring applied water science to communities. MNSG’s extension educators, researchers and communicators work with community members, local decision-makers, policy leaders, and personnel from resource agencies, business and industry to protect, enhance and restore habitats, ecosystems and the services those ecosystems provide. We are what makes the University of Minnesota a Sea Grant institution.

If you have questions about this position contact Minnesota Sea Grant Extension Program Leader Amy Schrank

Image credit: Amy Schrank/MNSG

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