The Modern Workplace: Incl Impact of COVID-19 - US - December 2020

OVERVIEW
What you need to know
Key issues covered in this Report
Definition
COVID-19: market context
EXECUTIVE SUMMARY 
Top takeaways
Market overview
Figure 1: COVID-19 employment situation, October 2020
Figure 2: Future of work expectations, October 2020
Figure 3: Financial situation, by COVID-19 work situation, October 2020
Impact of COVID-19 on the modern workplace
Figure 4: Short-, medium- and long-term impact of COVID-19 on the modern workplace, November 2020
Challenges
Remote work has redefined many Americans’ daily lifestyle
Figure 5: Work-from-home habits, October 2020
Brands’ treatment of essential employees is top of mind for many Americans
Figure 6: Essential workers, by COVID-19 work situation, October 2020
Opportunities
Employer strategies must adapt to best support their employees
Brand strategies must shift to meet consumers’ new work-from-home habits
Figure 7: Priority Pillars for the Mintel Trend Drivers Technology and Wellbeing, December 2020
THE MARKET – KEY TAKEAWAYS 
COVID-19 has impacted Americans’ work-life in a range of ways 
Office workers will likely experience more long-term changes 
Brands need to pivot to address new work-from-home needs and routines
THE LANDSCAPE OF WORK 
Work during the COVID-19 pandemic
Figure 8: COVID-19 employment situation, October 2020
Remote work is new for the majority of Americans but likely to continue for the time being
Figure 9: Remote status, October 2020
Figure 10: Future of work expectations, October 2020
Remote workers skew male, urban-dwelling and affluent
Figure 11: COVID-19 remote workers, by select demographics, October 2020
Defining essential workers
Over a quarter of essential workers are in the healthcare industry
Figure 12: Essential workers’ industry, October 2020
Essential workers skew rural, young or middle-aged and less affluent
Figure 13: COVID-19 essential workers, by select demographics, October 2020
Remote workers feel more financially secure than essential workers
Figure 14: Financial situation, by COVID-19 work situation, October 2020
MARKET FACTORS
Impact of COVID-19 on the modern workplace
Figure 15: Short-, medium- and long-term impact of COVID-19 on the workplace, October 2020
Lockdown
Reemergence
Recovery
Economic challenges
Learnings from the last recession
Figure 16: Personal Savings Rate, percentage, monthly, seasonally adjusted annual rate, Oct 2006-Oct 2020
Employment rate
Figure 17: Unemployment, January 2007-October 2020
Consumer confidence
Figure 18: Consumer Sentiment Index, January 2007-October 2020
MARKET OPPORTUNITIES
Provide home office equipment and setup 
Computer accessories and internet connectivity are a top draw
Figure 19: Verizon Business virtual meeting performance tips
Create bundles and same-day distribution to simplify shopping experience
Figure 20: Desired company-provided items, by COVID work-from-home situation, October 2020
Shift product offerings to meet new consumer habits
Move away from formal
Figure 21: Express fall campaign: October 2019 vs October 2020
Repositioning beauty as wellness 
Figure 22: Maybelline’s Brave Together virtual meet-up
Highlight escape and indulgence
Figure 23: Work-from-home habits, October 2020
REMOTE WORK: IN THEIR OWN WORDS
Remote workers are grateful despite the extreme change
Productivity has increased while working from home
However, the lines between work and life have been significantly blurred
THE CONSUMER – KEY TAKEAWAYS 
Not all Americans feel their work defines who they are
Americans expect a lot from their jobs
The impact of remote work varies by gender and ethnicity
Americans are mindful of brands’ DEI efforts and employee treatment
WORK AND PERSONAL IDENTITY
Americans take pride in their work, but it doesn’t necessarily define them
Figure 24: Pride in work, by COVID work situation, October 2020
Remote workers are more likely to view work as an action, not a place
Figure 25: Work as a place, by COVID work situations, October 2020
Pride and sense of self in work rises and falls with age
Figure 26: Pride in work, by age, October 2020
Black Americans have less pride in and fulfillment from their work
Figure 27: Pride in work, by ethnicity and Hispanic origin, October 2020
A quarter of essential workers do not feel their work is respected
Figure 28: Respected by others, by select demographics, October 2020
Nearly half of essential workers feel they are not properly compensated for their work
Figure 29: Work compensation, by select demographics, October 2020
Yet, the majority of Americans feels their work enables them to have the lifestyle they want
Figure 30: Perception of work and lifestyle, October 2020
WORK PRIORITIES
Americans expect a lot from their ideal job
Figure 31: Ideal job qualities, October 2020
Figure 32: Ideal job qualities, count of priorities, October 2020
Those who can afford it prioritize work-life balance over salary
Figure 33: Work-life balance, by COVID-19 work situation, by race and Hispanic origin, October 2020
The importance of remote work depends on stage of life
Figure 34: Prioritizing remote work, by COVID work situation, by age, October 2020
Remote workers may just want to stay home, not travel the world
Figure 35: Importance of remote work, by COVID work situation, by age, October 2020
REMOTE WORK AND CONSUMER HABITS
Remote employees miss their co-workers, but not their commute
Figure 36: Work-from-home habits, October 2020
Women’s consumer behavior is more impacted by remote work than men’s
Figure 37: Work-from-home habits, by gender, October 2020
Brand spotlight: Gap Inc.
Figure 38: Remote workers turn to brands like Athleta for all-day comfort
White Americans have changed their behaviors more than Black and Hispanic Americans
Figure 39: Work-from-home habits, by ethnicity and Hispanic origin, October 2020
Remote workers aged 25-34 years old feel they have too many virtual meetings and miss their commute
Figure 40: Work-from-home environment, by age, October 2020
EMPLOYEE TREATMENT AND DIVERSITY
The treatment of essential workers is top of mind for consumers
Figure 41: Essential workers, by COVID work situation, October 2020
More than half of Americans feel their employer promotes workplace diversity and inclusion, but there’s still room for improvements
Figure 42: Workplace diversity, by COVID work situation, October 2020
Figure 43: Workplace diversity, by ethnicity and Hispanic origin, October 2020
COMPANIES AND BRANDS – KEY TAKEAWAYS 
Companies can provide employees with safety and support 
Brands can shift to better fit into the modern workplace
MINTEL TREND DRIVERS
Wellbeing
Figure 44: Priority Pillars for Mintel’s Trend Driver Wellbeing
Technology
Figure 45: Mintel’s Trend Driver Technology
COMPETITIVE STRATEGIES
Employer strategies
Companies lower overhead and meet employees’ preferences by going remote full-time 
Figure 46: REI sells never-been-used Seattle headquarters
Software solutions support virtual office culture
Figure 47: Donut launches WaterCooler
Ride-sharing benefits and stipends may help alleviate commuting concerns
Brand strategies
Shift foodservice benefits to remote workers
Offer a relaxed version of business casual
Figure 48: Everlane’s dream coat and pant
Encourage business travel with safety information and updates
APPENDIX – DATA SOURCES AND ABBREVIATIONS
Data sources
Consumer survey data
Consumer qualitative research
Direct marketing creative
Abbreviations and terms
Abbreviations
Terms