{"id":46167,"date":"2022-11-17T04:22:52","date_gmt":"2022-11-17T09:22:52","guid":{"rendered":"https:\/\/www.kaspersky.com\/blog\/?post_type=emagazine&#038;p=46167"},"modified":"2023-07-06T03:40:27","modified_gmt":"2023-07-06T07:40:27","slug":"banishing-digital-presenteeism","status":"publish","type":"emagazine","link":"https:\/\/www.kaspersky.com\/blog\/secure-futures-magazine\/banishing-digital-presenteeism\/46167\/","title":{"rendered":"Presenteeism threatens flexible work gains. Here&#8217;s how to beat it."},"content":{"rendered":"<p>The pandemic forced many businesses to make a swift move to enable\u00a0\u00a0\u00a0\u00a0 \u00a0remote work. But it\u2019s not just the threat of infection that recommends this shift \u2013 <a href=\"https:\/\/www.kaspersky.com\/blog\/secure-futures-magazine\/business-going-fully-remote\/45922\/\" target=\"_blank\" rel=\"noopener nofollow\">remote work can often mean reduced costs and improved productivity<\/a>. <a href=\"https:\/\/www.kaspersky.com\/blog\/secure-futures-magazine\/remote-flexible-working-benefits\/28115\/\" target=\"_blank\" rel=\"noopener nofollow\">Flexible hours have significant benefits too<\/a>, like improved talent-attraction and employee health.<\/p>\n<p>Despite the promised benefits, businesses offering remote work and flexible hours may still see \u2018presenteeism\u2019 \u2013 a greater emphasis on being \u2018at work\u2019 than being effective. Qatalog and Gitlab\u2019s <a href=\"https:\/\/assets.qatalog.com\/language.work\/Qatalog-Killing-Time-at-Work-22-Report.pdf?1\" target=\"_blank\" rel=\"noopener nofollow\">Killing Time At Work report<\/a> found workers spend an extra 67 minutes online every day just to show their colleagues and managers they\u2019re \u2018working\u2019.<\/p>\n<h2>Why does presenteeism happen?<\/h2>\n<p>Tony Jamous, founder and chief executive officer of Oyster HR, says, \u201cFor many years, [we sat] at a screen for eight hours a day with few breaks. Now, <a href=\"https:\/\/www.linkedin.com\/posts\/teljamou_one-fascinating-outcome-of-remote-working-activity-6985578139208798208-Za1q\" target=\"_blank\" rel=\"noopener nofollow\">because of increased remote work flexibility, employees are adopting \u2018non-linear\u2019 workdays<\/a>. These empower employees to do the school run, take a gym break or adjust their schedules to find their optimal focus time.\u201d<\/p>\n\t\t\t\t\t<div class=\"c-promo-post\">\n\t\t\t\t\t\t<div class=\"o-row\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<div class=\"o-col-12@sm\">\n\t\t\t\t\t\t\t<article class=\"c-card c-card--link c-card--hor@xs c-card--small@xs\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<div class=\"c-card__figure c-card__figure--small@xs c-card__figure--medium@sm\">\n\t\t\t\t\t\t\t\t\t\t<a href=\"https:\/\/www.kaspersky.com\/blog\/secure-futures-magazine\/leadership-adapting-hybrid-work\/45919\/\" class=\"c-card__figure-link\">\n\t\t\t\t\t\t\t\t\t\t\t<img decoding=\"async\" width=\"500\" height=\"500\" src=\"https:\/\/media.kasperskydaily.com\/wp-content\/uploads\/sites\/92\/2022\/10\/20083002\/334_hybrid_work_changes-500x500.jpg\" class=\"attachment-card-default size-card-default wp-post-image\" alt=\"hybrid work changes\" data-src=\"https:\/\/media.kasperskydaily.com\/wp-content\/uploads\/sites\/92\/2022\/10\/20083002\/334_hybrid_work_changes-500x500.jpg\" data-srcset=\"\" srcset=\"\">\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<div class=\"c-card__body  \">\n\t\t\t\t\t\t\t\t\t<header class=\"c-card__header\">\n\t\t\t\t\t\t\t\t\t\t<p class=\"c-card__headline\">Related article<\/p>\n\t\t\t\t\t\t\t\t\t\t<h3 class=\"c-card__title \">\n\t\t\t\t\t\t\t\t\t\t\t<a href=\"https:\/\/www.kaspersky.com\/blog\/secure-futures-magazine\/leadership-adapting-hybrid-work\/45919\/\" class=\"c-card__link\" target=\"_blank\" rel=\"noopener nofollow\">\n\t\t\t\t\t\t\t\t\t\t\t\t<span>Hybrid workplaces need a business culture change to match<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t<svg class=\"o-icon o-svg-icon o-svg-right\"><use xmlns:xlink=\"http:\/\/www.w3.org\/1999\/xlink\" xlink:href=\"https:\/\/www.kaspersky.com\/blog\/wp-content\/plugins\/kaspersky-emagazine\/assets\/sprite\/icons.svg#icon-arrow-long\"><\/use><\/svg>\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t<\/h3>\n\t\t\t\t\t\t\t\t\t<\/header>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<div class=\"c-card__desc \">\n\t\t\t\t\t\t\t\t\t\t\t<p>Many businesses are talking about moving to hybrid work, but the changes hybrid requires of leadership go far beyond choosing between the office and home.<\/p>\n\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<footer class=\"c-card__footer\">\n\t\t\t\t\t\t\t\t\t\t<div class=\"c-card__list\">\n\t\t\t\t\t\t\t\t\t\t\t<ul class=\"c-list-labels js-has-reading-time\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"c-list-labels__link\" href=\"https:\/\/www.kaspersky.com\/blog\/secure-futures-magazine\/category\/leadership\/\" target=\"_blank\" rel=\"noopener nofollow\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Leadership<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li><span class=\"js-reading-time\"><\/span> min read<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t<div class=\"u-hidden js-reading-content\">\n\t\t\t\t\t\t\t\t\t\t\t\t\tCompanies are struggling with how to move to let employees have the choice to work at the office, from home or somewhere else \u2013 known as hybrid work. A 2022 study by career consultants Zippia found that 84 percent of companies have implemented or plan to implement remote work. Employees are more than ready for it, with 83 percent saying they prefer hybrid work in Accenture's 2021 Future of Work study. Yet, as the economic outlook worsens, it's possible that employee urgency about hybrid work could wane in favor of job security, benefits and company culture. A 2022 Expectations at Work study by BCW (part of WPP) indicates that a certain \"confidence across the different employee groups has been eroding, triggering a change in the core expectations and priorities employees now seek from their employers.\"\r\n\r\nIn any event, implementing hybrid work well is harder than most leaders think. On top of general post-pandemic fatigue, there are hard questions. How much can you require workers to come into the office or stay home? When and why should we be in either space? Should we change contracts and compensation? Which IT systems will we need? The answers are complex, and there's no one-size-fits-all.\r\nThree things to think about\r\nOutside in-person roles and sectors like manufacturing, hospitality and medical procedures, many have now experienced remote work. In the US, thirty-five percent worked from home during the pandemic. In the UK, it was as much as thirty-eight percent, and in France, nearly thirty percent.\r\n\r\nBusinesses must decide the future of their work conditions. Allowing office and remote work means adapting your reality, being more flexible and changing how you communicate. When considering hybrid work, leadership should assess three things: How to create a company culture that fosters optimal employee engagement, best serve existing and future clients, and give teams the right oversight and tech.\r\n\r\n\r\nCharting a post-pandemic path\r\nEffective change requires knowing where you come from. When a legacy company \u2013 one that's existed for decades \u2013 wants to make a significant change in how they work, it must understand its existing corporate culture. After years of working one way, principles and work styles become ingrained, including relationships with customers and suppliers.\r\n\r\nThe pandemic created an exceptional moment when companies brushed existing culture aside. There will have been changes, many of which will be invisible. Still, there are also dark clouds on the horizon: Economic uncertainty, consumption habits and expectations changes, and social and political unease.\r\nUsing empathic leadership to engage\r\nResearch from the University of California, Berkeley Haas and Stanford University found the pandemic provoked many favorable changes in beliefs, behavior and relationships. They reported, \"Organizational cultures in the pandemic era have generally shifted away from a high-performance orientation to one that prizes empathy, understanding and mutual support.\"\r\n\r\nEmpathy \u2013 especially from leaders \u2013 has a direct, positive impact in the workplace, according to Catalyst research. With more empathic leaders, 61 percent of employees report being able to be innovative, compared with 13 percent of those with less empathic leaders.\r\n\r\nIncreased uncertainty and the need for dramatic change will make leaders with empathy even more valuable to their companies.\r\n\r\n\r\n\r\nLeaders should especially watch employee engagement. In light of high resignation rates post-pandemic and recruitment challenges, HR departments should pay extra attention to onboarding in a hybrid environment. With recruitment and initial training done remotely, new employees struggle to understand the culture and establish trusting relationships with others.\r\n\r\n\r\n\r\nWhen you show up as your whole self, vulnerable and imperfect, it will help you to build trust and foster sincerity. Of course, that doesn't mean you shouldn't strive to be the best version of yourself. Being open, genuine and humble makes your colleagues and employees more likely to speak up and feel engaged. Two-way communication will be your bread and butter to survive the transformation to hybrid work.\r\nFocus on customers\r\nSince it's harder to manage communication in a hybrid environment, it's tempting to use data, financials and automation to manage customers. But the human element, in all its messiness, is more important. Employees' roles and engagement are critical to good customer experience.\r\n\r\nThe pandemic, social movements (like Black Lives Matter) and global political turmoil have changed how customers feel, interact and buy. As expectations change, staying keenly attuned and finding ways to understand better your past, current and future customers will be essential.\r\n\r\nYou'll also need to work to break down company silos and product-centric orientations, which put the focus a few steps away from the customer. Bill Kanarick of EY explains in MIT Technology Review, \"Customer-centricity forces you to take a horizontal view where you're trying to orchestrate across the organization to the benefit of the consumer.\" In other words, customer experience relies on people in different departments across the company, often without a common line of command. While it may be challenging, winners know how to take risks, move fast and focus on a few key levers and performance indicators rather than trying to meet all needs and clunky dashboards.\r\nSupport systems that facilitate your goals\r\nSystems support internal operations, so how you facilitate communications aligned with your business goals and leadership style should be a top priority. There are many communication tools, like Slack, Adobe Cloud and Microsoft Outlook, and great add-ons for hybrid work like Mural and Miro for brainstorming and workshops, Rally and Doodle for meeting management and Monday.com and Trello for project management.\r\n\r\nAnother important aspect is configuring cybersecurity, especially for sensitive data. Your systems will need security tailored to changing locations, moving pieces and the varied tech found in homes and remote offices.\r\n\r\nSecurity responsibility in hybrid work falls more on employees, says Leonid Grustniy: \"Transporting your work \u2013 laptop, files, flash drives \u2013 between the office and home can place corporate data in danger from carelessness or even theft.\"\r\n\r\nRegardless of tools, leadership must focus on human matters: Empathy, doing what you say and saying what you do, being fair and firm in how you treat employees, and most importantly, modeling the behavior you wish to see.\r\n\r\nThe move to hybrid work will take much trial and error, and flexibility. Larger tech companies like Amazon, Apple and Google will likely pave the way in how we manage hybrid and remote conditions, but applying other organizations' ideas isn't enough. Every sector and different company culture will need its own solutions. Good luck on your journey.\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t\t\t\t<\/ul>\n\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t\t<\/footer>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t<\/article>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\n<p>Back when manufacturing drove many economies, workers had to be on site to create output. As office-based work grew, output was less tangible, so we started to equate longer hours with productivity.<\/p>\n<blockquote><p>Now, as many work remotely, employees mark themselves as available online so coworkers and managers believe they\u2019re working. But responding to messages and emails, and attending virtual meetings, isn\u2019t the same as doing your best.<\/p>\n<\/blockquote>\n<h2>What makes us productive and effective at work?<\/h2>\n<p><a href=\"https:\/\/www.linkedin.com\/in\/tariqrauf\/\" target=\"_blank\" rel=\"noopener nofollow\">Tariq Rauf<\/a>, founder and chief executive officer of <a href=\"https:\/\/qatalog.com\/\" target=\"_blank\" rel=\"noopener nofollow\">Qatalog<\/a> says, \u201cSomeone could be visible and present online for 60 hours a week and achieve little. Whereas, the next person might work for half that time, at different times of the day, and be phenomenally productive.\u201d<\/p>\n<p>Contrary to popular belief, people who work most effectively are not necessarily those most disciplined, but those who <a href=\"https:\/\/www.kaspersky.com\/blog\/secure-futures-magazine\/online-learning\/35650\/\" target=\"_blank\" rel=\"noopener nofollow\">speak to themselves with kindness and self-compassion<\/a>.<\/p>\n<p>Georgetown University professor <a href=\"https:\/\/knowledge.wharton.upenn.edu\/article\/deep-work-the-secret-to-achieving-peak-productivity\/\" target=\"_blank\" rel=\"noopener nofollow\">Cal Newport links peak productivity with deep work<\/a>, meaning \u201cworking for extended periods with full concentration on a single task free from distraction.\u201d When it comes to distraction, constant app notifications are a big culprit \u2013 <a href=\"https:\/\/www.computerworld.com\/article\/3668251\/striving-for-a-better-balance-in-the-future-of-work.html\" target=\"_blank\" rel=\"noopener nofollow\">knowledge workers receive notifications from an average of 6.2 different apps or tools<\/a>.<\/p>\n<p>Productivity\u2019s enemies include <a href=\"https:\/\/nivati.com\/blog\/how-employee-anxiety-affects-productivity-and-how-to-fix-it\" target=\"_blank\" rel=\"noopener nofollow\">stress, anxiety<\/a> and <a href=\"https:\/\/www.kaspersky.com\/blog\/secure-futures-magazine\/it-health-work\/37690\/\" target=\"_blank\" rel=\"noopener nofollow\">mental and physical fatigue<\/a>. <a href=\"http:\/\/www.roxyrhodes.co.uk\/\" target=\"_blank\" rel=\"noopener nofollow\">Psychotherapist Roxy Rhodes<\/a> told me, \u201cMental and physical tiredness compound mistakes, which could negatively impact your career progression. Working through illness also means you may need longer to recover, increasing burnout risk.\u201d<\/p>\n<p>Dr. Wladislaw Rivkin, associate professor in organizational behavior at Trinity College Dublin agrees that working through illness \u2013 even digitally \u2013 is a bad idea. H\u00a0\u00a0\u00a0\u00a0 is research found working when unwell <a href=\"https:\/\/www.sciencedaily.com\/releases\/2022\/04\/220414143952.htm\" target=\"_blank\" rel=\"noopener nofollow\">\u201chas a knock-on effect for remote workers\u2019 performance<\/a> on the next day as [it] drains employees\u2019 psychological energy, which cannot be fully recovered after work.\u201d<\/p>\n<h2>Business impact of presenteeism<\/h2>\n<p>Presenteeism can be <a href=\"https:\/\/www.hcamag.com\/nz\/specialisation\/mental-health\/is-presenteeism-worse-than-absenteeism\/215184\" target=\"_blank\" rel=\"noopener nofollow\">more detrimental than absenteeism<\/a>. An \u201calways-on\u201d communication expectation can <a href=\"https:\/\/link.springer.com\/chapter\/10.1007\/978-1-4842-4221-6_9\" target=\"_blank\" rel=\"noopener nofollow\">hamper productivity<\/a> and <a href=\"https:\/\/citeseerx.ist.psu.edu\/viewdoc\/download?doi=10.1.1.4.5734&amp;rep=rep1&amp;type=pdf\" target=\"_blank\" rel=\"noopener nofollow\">cause anxiety<\/a>. Remote work was meant to <a href=\"https:\/\/www.bloomberg.com\/news\/articles\/2022-10-03\/disabled-us-workers-see-highest-ever-employment-figures-from-remote-work\" target=\"_blank\" rel=\"noopener nofollow\">level the playing field for employees with disabilities<\/a>, but if workers feel forced to show up for the sake of it, that benefit is lost.<\/p>\n<p><a href=\"https:\/\/www.bbc.com\/worklife\/article\/20220621-the-employee-surveillance-that-fuels-worker-distrust\" target=\"_blank\" rel=\"noopener nofollow\">Employee digital surveillance further corrodes trust<\/a>, and brings challenges of its own making by <a href=\"https:\/\/cora.ucc.ie\/handle\/10468\/10744\" target=\"_blank\" rel=\"noopener nofollow\">reducing contextual performance and morale<\/a> and increasing stress. Workers feel drained, <a href=\"https:\/\/www.bbc.com\/worklife\/article\/20220621-the-employee-surveillance-that-fuels-worker-distrust\" target=\"_blank\" rel=\"noopener nofollow\">fear their employer is \u2018out to get them\u2019<\/a> or <a href=\"https:\/\/www.distractify.com\/p\/remote-worker-caught-using-mouse-jiggler\" target=\"_blank\" rel=\"noopener nofollow\">retaliate using the likes of mouse jigglers<\/a> \u2013 software or devices that simulate\u00a0\u00a0\u00a0\u00a0 \u00a0mouse movements to prevent computer sleep mode from activating, giving the impression the employee is working.<\/p>\n<p>\u201cHaving to prove you\u2019re working by using mouse jigglers or clicking the screen every few minutes indicates a toxic culture. When we hire people, we look for candidates who will take ownership of their work. How long it takes them to accomplish a project is up to them, as long as the output is delivered. We don\u2019t need employee tracking software to see output,\u201d says <a href=\"https:\/\/www.linkedin.com\/in\/bhavya-arora-694876114\/\" target=\"_blank\" rel=\"noopener nofollow\">Bhavya Arora<\/a>, talent management and culture partner for sales engagement platform <a href=\"https:\/\/www.linkedin.com\/company\/outplayhq\/\" target=\"_blank\" rel=\"noopener nofollow\">Outplay<\/a>.<\/p>\n<p>Young workers and juniors in a team are <a href=\"https:\/\/www.bbc.com\/worklife\/article\/20220819-why-young-workers-miss-out-on-flexible-hours\" target=\"_blank\" rel=\"noopener nofollow\">more susceptible to practicing presenteeism<\/a>. Some organizations position choosing your own working hours as a privilege earned by those higher up the career ladder, and junior workers worry their work ethic may be seen as lacking even if they\u2019re absent even for a few minutes.<\/p>\n<h2>How to switch off \u201calways on\u201d culture<\/h2>\n<h3>1.\u00a0\u00a0\u00a0 Measure performance by output not hours<\/h3>\n<p>\u201cWe don\u2019t believe someone\u2019s commitment to work or their performance should be measured by how many hours they\u2019ve worked,\u201d says Outplay\u2019s Arora.<\/p>\n<p>Qatalog founder Rauf agrees, \u201cOrganizations should implement an output-driven culture that focuses on the work people do, rather than worrying about when they do it and how long they\u2019re at their desk.\u201d<\/p>\n<blockquote><p>Managers should set ambitious but realistic targets, give their team the autonomy and support they need to achieve those targets, and let them get on with it.<\/p>\n<cite><p>Tariq Rauf, founder and chief executive officer, Qatalog<\/p><\/cite><\/blockquote>\n<h3>2.\u00a0\u00a0\u00a0 Use tools that suit asynchronous work<\/h3>\n<p>Communication tools that send notifications can reinforce an \u201calways on\u201d culture and mean workers find it hard to switch off. Encouraging \u2018asynchronous\u2019 instead means finding ways for colleagues to work together even when not logged in at the same time.<\/p>\n<p>Tariq Rauf, founder and chief executive officer of Qatalog says, \u201cAsynchronous work lets people with caregiving responsibilities fit work around their life.\u201d<\/p>\n<p>Qatalog tries to enable asynchronous working with their platform, which centralizes knowledge, processes and resources in their platform. Asynchronous communication tools, like <a href=\"https:\/\/www.loom.com\/\" target=\"_blank\" rel=\"noopener nofollow\">Loom<\/a> for video messaging, <a href=\"https:\/\/www.getcloudapp.com\/\" target=\"_blank\" rel=\"noopener nofollow\">CloudApp<\/a> for screen recording, <a href=\"https:\/\/www.yac.com\/\" target=\"_blank\" rel=\"noopener nofollow\">Yac<\/a>, which claims voice messaging can eliminate meetings, and <a href=\"https:\/\/hypercontext.com\/\" target=\"_blank\" rel=\"noopener nofollow\">Hypercontext<\/a> for meeting management, aim to provide for effective, high-fidelity communication\u00a0\u00a0\u00a0\u00a0 \u00a0for asynchronous work.<\/p>\n<p>\u201cWith the right technology, you can break down silos and provide visibility across an entire organization,\u201d says Rauf. \u201cOnce you can see what everyone is working on, with decisions made transparently, trust is much easier to build. It\u2019s not a silver bullet, but it\u2019s a strong foundation.\u201d<\/p>\n<h3>3.\u00a0\u00a0\u00a0 Build trust and lead by example<\/h3>\n<p>Asynchronous communication tools must feed into a culture of trust and empathy. Leaders should hire employees they trust to get the work done, so there\u2019s no need to be logged in at the same time.<\/p>\n<p>Psychotherapist Rhodes says, \u201cYou\u2019re setting a precedent for what\u2019s expected of your employees \u2013 if a staff member sees their boss showing up to work sick, they\u2019ll likely feel pressure to do the same.\u201d<\/p>\n<p>Small but thoughtful changes in how you communicate can also build trust: Don\u2019t send employees texts or emails outside work hours. Let team members control their availability, honoring \u2018do not disturb\u2019 statuses. Segment communication channels, for example, using Slack for regular communication but mobile messaging apps only for emergencies.<\/p>\n<p>Rhodes also recommends, \u201cHaving a non-contact way for employees to announce sickness is effective in some companies. Staff feel anxious about \u201cphoning in sick\u201d and having to have a conversation where they feel they have to justify how ill they are.\u201d<\/p>\n<p>Management consultancy McKinsey\u2019s 2022 report found 40 percent of <a href=\"https:\/\/www.mckinsey.com\/capabilities\/people-and-organizational-performance\/our-insights\/the-great-attrition-is-making-hiring-harder-are-you-searching-the-right-talent-pools\" target=\"_blank\" rel=\"noopener nofollow\">workers value flexibility so much, it drives their decision to stay in a job or look for a new one<\/a>. If workers can\u2019t do their best work, employers will lose them. Productivity is in work delivered, not hours worked or how fast employees respond to messages.<\/p>\n<p>No workplace benefits from performed productivity, and presenteeism can strip remote work of its benefits. Businesses must make sure they give employees the tools and freedom to work in the way that best suits them.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Flexible work is a productivity boon, unless staff feel pressure for presence over performance. Businesses can banish the specter of \u2018presenteeism\u2019 with the right culture and tools.<\/p>\n","protected":false},"author":2692,"featured_media":46332,"template":"","coauthors":[4273],"class_list":{"0":"post-46167","1":"emagazine","2":"type-emagazine","3":"status-publish","4":"has-post-thumbnail","6":"emagazine-category-digital-transformation","7":"emagazine-category-remote-working","8":"emagazine-category-tech-for-business","9":"emagazine-tag-hybrid-work","10":"emagazine-tag-performance"},"hreflang":[{"hreflang":"x-default","url":"https:\/\/www.kaspersky.com\/blog\/secure-futures-magazine\/leadership-adapting-hybrid-work\/45919\/"},{"hreflang":"en-us","url":"https:\/\/usa.kaspersky.com\/blog\/secure-futures-magazine\/leadership-adapting-hybrid-work\/27306\/"}],"acf":[],"_links":{"self":[{"href":"https:\/\/www.kaspersky.com\/blog\/wp-json\/wp\/v2\/emagazine\/46167","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.kaspersky.com\/blog\/wp-json\/wp\/v2\/emagazine"}],"about":[{"href":"https:\/\/www.kaspersky.com\/blog\/wp-json\/wp\/v2\/types\/emagazine"}],"author":[{"embeddable":true,"href":"https:\/\/www.kaspersky.com\/blog\/wp-json\/wp\/v2\/users\/2692"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.kaspersky.com\/blog\/wp-json\/wp\/v2\/media\/46332"}],"wp:attachment":[{"href":"https:\/\/www.kaspersky.com\/blog\/wp-json\/wp\/v2\/media?parent=46167"}],"wp:term":[{"taxonomy":"author","embeddable":true,"href":"https:\/\/www.kaspersky.com\/blog\/wp-json\/wp\/v2\/coauthors?post=46167"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}