Hartford is bouncing back — but is it moving forward?

HBJ Photo | Joe Cooper An overhead look at Main Street in downtown Hartford.

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By Keith Hubert

After what feels like an eternity, Hartford is emerging from the shadows of the pandemic.

Our state has successfully rolled out the vaccine. We’re seeing less masks and more shops and restaurants at full capacity, plus the return of concerts and Yard Goats games.

Many offices have reopened, with 42% of Hartford Business Journal subscribers who recently responded to a four-week PwC-HBJ survey, saying they’re back in their workplace at least half of the time. The remaining businesses are racing to finalize their return-to-workplace strategies after a great deal of economic and job uncertainty.

Keith Hubert

Despite a handful of critics who expressed less-than-optimistic outlooks about the future of Hartford last year, our four-week survey of the community conveys a different message.

First: People are here to stay.

Ninety-two percent of Hartford respondents have had no change to their living situation due to COVID-19, and are not considering or planning to relocate. Compare that to 66% nationally.

A second statistic points to the strength of our leadership: 76% of Hartford respondents agree that their company’s leaders have been transparent with employees about financial challenges facing their business during COVID-19. That’s a strong majority.

In my opinion, these stats are very telling about our ability to work together during the toughest of times. It’s one of the reasons why I’m proud to live and work here, and to serve clients who employ much of our workforce locally.

And while we can take some well-earned time to celebrate (perhaps with some human interaction), we should look ahead to the future of work and how it’ll shape our city.

I believe there are three key pillars in a successful path forward:

1. We should do more to foster an innovative and inclusive workforce.

According to respondents of PwC’s US Remote Work Survey, 81% of executives say their company has been successful in extending benefits for child care, while only 45% of employees say the same.

These shortcomings are not without consequences. COVID-19 caused a “shecession”; increasing the unequal burden of care carried by women, and causing more women than men to leave the labor market.

As these demands persist, women may choose to leave their jobs permanently, reversing progress toward equality and stunting economic growth.

Studies and experience show that companies with a diverse workforce are more likely to have increased ROI, different perspectives and creative thinking. Businesses should deliberately drive inclusion efforts and keep it at the top of their agendas.

Workplaces that foster a welcoming and inclusive environment are better suited for the future – leading to the broader economic development and relevancy of Hartford.

2. We should listen to our employees and lean into the hybrid model.

Nearly half of Hartford respondents want to work remotely two to three days a week; only 18% want to return to the office full time.

The health and safety of the workforce should be management’s top priority. Forcing employees back into the office is unlikely to create the energized and creative attitudes needed for a company to thrive. Leaders should listen to their employees and strive to deliver what they want and need.

Hartford respondents said they’d like companies to invest in reskilling and new technology to feel more confident in their jobs, followed by well-being, work-life balance and childcare programs.

Businesses should look to improve digital tools and capabilities (in particular, investing in virtual collaboration tools), which in turn can improve productivity and culture in a hybrid workplace.

Leaders should also focus on benefits like mental health and well-being resources, childcare services and training for managers to work effectively in a remote environment.

Finally, businesses may reduce or expand leases as they perform scenario planning for mid-term and longer-term real estate needs.

3. We need to attract and retain the type of talent that’ll grow our bottom line — and our city.

Tomorrow’s leaders are the rising stars of today’s workforce. Leaders need to keep a finger on the pulse of what current and next-gen employees want and need from their employers to be successful, happy and engaged.

Hint: Many of them prioritize non-traditional incentives such as flexibility and additional vacation time and will even give up some salary to be able to work virtually. Adding and emphasizing non-traditional incentives when hiring will help encourage those entering the workforce to grow their careers at local companies.

In short: Hartford has an excellent foundation to emerge and continue to grow as a world-class city. To achieve this, each business leader has a responsibility to revisit their strategy, talent, culture, customers and demand.

In my opinion, if each of us commits to innovating, embracing change and thinking in ways we haven’t before, we have a bright future ahead.

Keith Hubert is the managing partner of PwC’s Hartford office.