Employees at Boston Scientific Korea said the company recently told them to decide the work type according to the new company policy, “Connected Work Strategy” (CWS).

The global headquarters of Boston Scientific, a medical device manufacturer, is conducting CWS around the world. There are three options under the new strategy – “On-site” for working in the office for four or five weekdays, “Hybrid” for working in the office for three weekdays, and “Remote” for working in the office for one weekday.

What’s noteworthy is that the CWS is a permanent work system, not a stopgap measure amid the Covid-19 pandemic. Also, the system applies to all employees, including those in personnel, PR, and general affairs who used to be expected to come to the office every day.

The company did not limit the number of employees who get to pick “Hybrid.”

Boston Scientific Korea will allow all staff to choose the work type and execute the CWS in the second half of this year, given the pandemic situation.

Although companies realized that working from home did not lead to low performance amid Covid-19, many of them recently returned to the previous working pattern.

However, at Boston Scientific, working from home has become a new normal.

Of course, Boston Scientific is a for-profit company. It could adopt the new type of work because it was confident that employees could produce tangible outcomes even when they work from home.

Then, how did Boston Scientific Korea become so confident about it? Korea Biomedical Review has met with Kim Na-young, director of Human Resources at Boston Scientific Korea, to get the answer.

Kim Na-young, director of Human Resources at Boston Scientific Korea, poses for a photo before an interview with Korea Biomedical Review.
Kim Na-young, director of Human Resources at Boston Scientific Korea, poses for a photo before an interview with Korea Biomedical Review.

Question: Why did Boston Scientific adopt CWS?

Answer: The company started the discussion for CWS about five years ago. The definition of normal is changing amid rapid social changes. Many millennials are advancing into society, and their expectations from the company are different from those of older generations. One of the efforts to identify these changes and respond preemptively is CWS. By taking these steps together, I became confident that Boston Scientific could predict changes and take one step faster than others.

Q: How should employees decide on their work type?

A: First, they should consider the nature of their work and purpose. Plus, they should reflect their needs. Some workers need time to take care of young children or old parents at home, but others cannot concentrate on their work at home because of that exact reason. So, employees can consider their work and personal situations, discuss them with the relevant department manager, and choose the work type. As salespersons and technicians have been working from home for a while, they will face almost no change under the CWS. The primary target of the CWS is employees working at the office.

Q: Are there any other offshoots of Boston Scientific that adopted CWS, other than the Korean offshoot?

A: The global headquarters are encouraging branches around the world to proceed with the same timeline. So, all employees worldwide should choose the work type under the CWS by the end of June. As Covid-19 situations vary in different countries, the company will run the CWS flexibly. In Singapore, for example, Boston Scientific started the CWS on April 1.

Q: It seems that the proportion of “Hybrid” is essential to make the CWS effective. What do you think?

A: In Singapore, about 90 percent of those working in the office picked “Hybrid.” As Korean staff has a different culture and different types of work, I think about 80 percent of those working at the office of Boston Scientific Korea could choose “Hybrid.” Surprisingly, many workers do not want to work from home for too long. But this is just an estimate. We will see what choices employees will make.

Q: Can employees change the work type later?

A: After implementing the CWS for six months, the company will ask their opinions and give them a chance to change the work type. After that, we will provide an opportunity to reselect it regularly once a year. In addition, if there is a change of work, employees can change the work type.

Q: If the number of employees working from home increases, do you plan to reduce the size of the office?

A: We have no plans to reduce the size of the office. However, we believe that relocation is necessary. As the number of workers at the office will decrease, we are preparing for office renovation to use the space efficiently according to the headquarters’ guidelines. The guidelines specifically mention adjusting space, saturation, ventilation, the number of meeting rooms, and the location of the meeting rooms. The company will send a home monitor, mouse, an ergonomic chair, a laptop holder, a webcam, and headsets to those working from home.

Q: What kind of effects do you expect from the CWS?

A: With the CWS, employees can become happier and more immersed in their work. The new system will also make it easier to scout talented people. Working in the office does not always increase work efficiency. If workers can have a sense of security as a family member, their commitment to work will also increase.

As the HR director, I can inform people that Boston Scientific has such a sound system and scout talents.

But, as the company should make profits, efficiency should not be compromised. As much as the company trusts employees, employees should meet the expectations of the company.

Q: Industry officials worry that if companies expand the system of working from home, they might reduce the workforce or lower salaries. Isn’t there such concern within Boston Scientific because of the CWS introduction?

A: As I mentioned, the CWS changes the workplace and method only, not the work. Then, why would there be a change in salary? We don’t have any plan for workforce reduction. Instead, as Boston Scientific Korea is growing, we have a plan to hire more staff. I can undoubtedly say that the CWS will not affect the workforce or salary.

Q: If the CWS settles well, it might affect other companies, too. What do you think the company needs to adopt the CWS stably?

A: The success of the CWS adoption will hinge on the company’s trust and mature “self-leadership.” The company must trust employees to fulfill their responsibilities and achieve their business goals, whether or not they can be seen, whether they are at home or in the office. On the other hand, employees will have to fulfill their duties with “self-leadership” no matter where they work.

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