New Work is an umbrella term that describes a range of modern working models and practices, while also placing values such as autonomy, freedom to act and social participation at its heart. It therefore represents nothing less than a new understanding of work, aimed at creating an employee-centred world of work in which employees’ individual potential and needs are taken into account. As the world of work changes rapidly through digitalisation, automation and globalisation, New Work is becoming increasingly relevant to more and more companies – not least in the competition for skilled professionals and young talent. The following sections explain which new working models and values shape so-called “New Work”, the advantages and disadvantages it can bring, and how companies can identify the need for new ways of working.
Table of Contents
New Work: what does it mean?
In broad terms, “New Work” refers to the structural changes taking place in the world of work in the digital and global age. Companies must not only respond to rapid technological change; they also face new expectations from employees. New Work models are intended to address this. The idea is to create a working environment that puts employees’ needs at its centre, increasing their motivation and commitment to the organisation. This can involve flexible working hours, a four-day week or individually selectable working hours. Home-working options, workations and sabbatical programmes are also often part of New Work environments. In addition, New Work can mean a changed way of organising work, for example through agile working and collaborative leadership.
However, New Work is not only about flexible hours and modern ways and conditions of working; it is also about a shift in values. Work should no longer be experienced primarily as a means of earning a living, but as meaningful. This can be achieved through greater participation and self-determination, scope for action and a sense of competence – and not least through social belonging.
Given the widespread shortage of skilled workers, an employee-centred world of work also offers companies clear benefits. More flexible models can strengthen employee retention and satisfaction. New Work offerings can also help companies compete for talented employees. This will become even more important as demographic change shifts the balance from an employer-led to an employee-led labour market. Companies that want to remain competitive in the long term should strengthen their employer brand through attractive working conditions.
Qualified professionals and emerging talent, particularly Generation Z, increasingly value a healthy work–life balance, self-determination and control over their time. For employers, it is therefore important to meet these changing expectations – not least to support employee retention.
The New Work concept goes back to the social philosopher and anthropologist Friedjof Bergmann, who developed the idea of a new working culture in the late 1970s. He regarded autonomy, freedom and participation in the community as key values of “New Work”.
New Work examples: modern working models, concepts and values
The changes brought about by New Work concern flexible working models, arrangements and hours on the one hand, and the values of a modern, employee-centred workplace on the other. The focus is therefore no longer solely on paid employment, but on work that employees experience as self-directed and fulfilling. Friedjof Bergmann, whose New Work movement inspired this new understanding of work, wanted people not merely to carry out work, but to develop and realise themselves through it. This idea, initially receiving little attention, has moved into focus as globalisation and digitalisation have changed the world of work. More and more companies offer flexible working-time models, home working and other employee-centred options to attract skilled workers and improve employee retention. The following sections provide examples of working models and tools used in New Work.
New Work: examples of flexible working-time models
Four-day week: One working-time model offered as part of New Work is the four-day week. The traditional five-day week is shortened to four days while maintaining the same level of productivity. This can be achieved through measures such as flexible scheduling, shorter meetings, remote working and job sharing. One aim of the four-day week is to give employees more time for personal activities, such as hobbies, family and travel. Its broader goals include higher employee satisfaction and, consequently, greater motivation and productivity.
Individually selectable working hours: The so-called X-day week, a form of working time that can be selected according to an employee’s stage of life, is also frequently mentioned in connection with New Work. Its aim is to increase both employee satisfaction and commitment to the company. In this way, performance and productivity can also improve, benefiting both employees and organisations.
Workation is another model that has gained popularity in New Work. It combines work and holidays. This may involve remote work or longer periods away from the usual workplace in order to travel, undertake further training or pursue other interests. The aim of workation is to give employees more flexibility, room for manoeuvre and control over their time.
Sabbaticals: Sabbatical programmes are also increasingly common in New Work environments. They allow employees to take extended leave from work to pursue personal interests or further training. Sabbaticals can last from a few weeks to several months or even years. Companies can benefit when younger employees use them for training or language stays abroad, thereby broadening their skills. For older employees, recovery is often the main consideration, which can in turn be positive for workplace health promotion.
Alongside flexibility in time and place, the so-called “new world of work” is characterised by a collaborative leadership style and a shift in values. Key New Work values include self-determination, freedom to act and social participation.
New Work tools at a glance:
- Working-time models: four-day week, work–life blending (a fluid transition between professional and private life), trust-based working time, flexitime, X-day week (working hours chosen according to stage of life), six-hour day, contractually agreed sabbaticals (extended special leave or a temporary break)
- Workplace/location: home working, remote work, hybrid working (a mix of home working and office presence), desk sharing, open-plan workspace concepts, workation (combining work and holidays), coworking spaces, crowdworking
- Work organisation: agile working, collaborative leadership, project-based work, diverse teams, collective decision-making structures, flatter hierarchies
- Values: self-determination, freedom to act, personal responsibility, meaningful work (rather than work solely for income), self-realisation and participation in the community
Overall, New Work is a concept designed to create an attractive working environment in which employees have more flexibility and freedom. By implementing flexible ways of working, offering individually selectable employee benefits and fostering an appreciative corporate culture, employers can create an employee-centred environment that supports personal development, encourages motivation and strengthens the employer brand through employer branding. To find out how well your organisation is already positioned, you can run regular employee surveys on job satisfaction and ask your workforce for specific feedback.
New Work is a concept that responds to both technological and social change and highlights the importance of flexibility, freedom to act, autonomy and agility in the workplace.
What advantages and risks does New Work bring?
Against the backdrop of the current shortage of skilled workers, companies are therefore well advised to offer flexible working-time models and implement other elements of the New Work concept. This is particularly sensible because many sectors are already shifting from an employer-led to an employee-led market, meaning companies must compete for applicants. Organisations that take employees’ needs for autonomy and flexibility into account gain a clear advantage in recruitment and employee retention.
Advantages of New Work:
- More flexibility and freedom at work
- Better work–life balance
- More time for personal interests and hobbies
- Greater motivation and employee satisfaction
- Higher productivity and efficiency at work
- A better working atmosphere
Disadvantages/risks of New Work:
- Overload: Moving from fixed hierarchies to self-directed work can overwhelm some people.
- Isolation: Working from home can reduce contact with colleagues in the office and weaken employees’ connection to the organisation.
- Self-exploitation: The blurring of work and private life can lead employees to overwork themselves and lose a clear boundary between work and leisure.
To implement New Work successfully, employers should obtain regular feedback from their employees, for example through short pulse surveys. This can help identify problems early and find appropriate solutions.
What New Work requires of managers
Flat hierarchies and collaborative leadership are the norm in New Work environments. This also changes what is required of managers. Rather than fulfilling a traditional management role, managers increasingly act as coaches and guides, creating suitable conditions and supporting self-organisation. This is especially relevant for companies that predominantly offer remote work as part of New Work. Appreciative communication at a distance should be ensured, as should the adaptation of digital processes to enable an effective workflow.
To avoid overload, managers should also ensure that employees are sufficiently trained and prepared for the changes. For change processes to be implemented smoothly and successfully, they must be accepted and supported not only by management but by the workforce as well. It is therefore advisable not only to give employees basic information, but to involve them actively in the change process. Find out how employee surveys can support change processes in the context of New Work in this detailed article on change management and change processes: employee surveys in change management
Tasks managers face in New Work:
- Familiarise employees with the new world of work
- Strengthen (digital) skills
- Adapt workflows
- Structure tasks
- Gather employee feedback
- Communicate strategies for switching off
- Communicate appreciatively, including at a distance
- Ensure a healthy work–life balance
New Work is no longer about delegating tasks according to a top-down principle, but about enabling employees to act in a self-organised way. Managers therefore take on more of a coaching and facilitating role: they support the team, guide change and create the best possible framework conditions.
New Work: assessing the need for new working models and benefits
These questionnaire templates can help determine demand for new working-time models, such as a four-day week, and which employee benefits people want individually. Employers can also ask within their own organisation under which conditions a four-day week or other working models and arrangements could be implemented, and how high demand is among employees. When creating your questionnaires, feel free to use our free templates on the four-day week, employee benefits and home working as a guide. Further templates can help determine the level of employee engagement and employee satisfaction. You can copy each questionnaire template to your LamaPoll account with a single click and adapt it to your needs if required.
On our templates page, you will find more than 100 further free online questionnaires for employee and customer surveys. Get inspired: Questionnaire templates and examples
What is LamaPoll?
LamaPoll is a survey tool for creating employee surveys and measuring employee satisfaction. You can use it to create, conduct and analyse all types of employee survey. Create your employee survey in just a few steps, apply your organisation’s corporate design and invite employees conveniently by email or via your intranet. You can quickly gain insights that help improve employee satisfaction. You can register for our survey tool free of charge and immediately conduct surveys for up to 50 employees with no obligation. If you need more responses to your online employee survey questionnaire, simply choose one of our monthly plans. You can also use our employee survey questionnaire templates and examples.
