Post-COVID Transition From Remote Working to Traditional Workplace

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Post-COVID Transition from Remote Working to Traditional Workplace: Analysis of the Impact on Warfighters
Introduction
The transition from a telework environment to an office-based work environment has become a reality of life in the post-COVID-19 era; however, the mixed response from the workforce implies several risks associated with this transition based on the values, perceptions, and preferences of different generations of the workforce. As a logical argument, one is compelled to investigate the potential implications of this transition from the traditional working model to the telework model on various forms of workforce with specific references to warfighters.
Based on this research question, the impact of this transition on the working capacities of generations X, Y, and Z is a potentially significant subject to investigate; this transition has produced varied responses from the works of these generations based on their expertise, preferences, innovative approaches, and expectations. Therefore, this research paper aims to investigate the impact of this transition on the three generations of warfighters, such as Airmen, based on the evaluation of their differences and perspectives and comparing features of traditional and telework environments.
Background
Generational Differences and Perspectives. Generation X is attributed to people born between 1965 and 1980, while generation Y includes those born between 1981 and 1996. In the same way, generation Z is a term used to represent people born between 1997 and 2012 (Hecht and Evan). People of the older generation tend to avoid technology-based working conditions. On the other hand, the younger generation is more inclined to work in a technology-filled environment and adopt their working practice accordingly (Raišienė et al. 3). Thus, a worker's age is a yardstick to assess his ability to gain command in telecommunication. Moreover, people of generations X, Y, and Z also hold different perspectives on the working environment. The people belonging to generation X prefer training and workplace autonomy over social contacts and community-based working; on the other hand, people of generation Y, called millennials, are more inclined to find ways of career development and training opportunities. On the other hand, generation Z is more technology-oriented and holds the characteristics of both generations (Raišienė et al. 3). These behavioral disparities reveal different perspectives of different generations.
Workers of generation X and baby boomers (those born before 1965) share striking similarities in terms of workplace preferences. People of both generations have a strong commitment to their jobs, enjoy social interaction and, for the same reason, consider teleworking an inefficient process. These people are committed to hard work and long working and consider it is a stepping stone to their career development. Conversely, people of generation Y or millennials tend to prefer technology-based work. They make approximately 50% of the workforce admire flexible working hours and does not seek social approval and work-life balance (Raišienė et al. 3). Based on a study conducted in America, millennial's craving for reward is higher than that of people of generation X; in other words, both generations differ in their work perspectives as they follow work to live and live to work principle, respectively (Raišienė et al. 3). Thus, this discussion provides a comprehensive understanding of the attitudes and perspective of people of different generations.
Traditional Work Environment versus Current Working Environment. The traditional work environment is remarkably different from home and has several benefits and limitations. First, in a traditional office, accessories and requirements for professional working are available. A traditional office provides several facilities, including a backup power supply, seamless Internet connection, physical interaction, and communication to resolve issues and communication (Stanca and Tarbujaru 523). Conversely, it is a stressful environment constrained by time limits and continuous work. On the other hand, teleworking provides a carefree and comfortable working environment without peer pressure; similarly, it offers flexible timing and helps maintain a work-life balance (Abulibdeh 557). This difference is significant to understand the dynamics, nature, limitations, and opportunities of both working environments and the impact of the transition from teleworking to traditional working on the workforce.
Problems and Key Issues
People of generation X find it challenging to adjust to the teleworking environment due to the lack of accommodation as they mostly live with their parents. According to a Metlife study, approximately 50% of the workers of generation Z consider the traditional work environment conducive to life-work balance and prefer it over teleworking. Based on the Hubb HQ survey, the proportions of preference for traditional work environment were 37%, 25.6%, and 19.8% for generations Z, Y, and X, respectively (The Pyn Team). Thus, people of all generations share reservations about continuously undertaking teleworking practices in the post-COVID scenario.
Impact on Warfighters. Assistant Secretary of the U.S. Air Force, John A. Fedrigo, discusses how the post-COVID remote working strategy for air force personnel, including Airmen is a chance to learn from the experiences gained during the pandemic (Everstine). These guidelines enable Airmen to work remotely under the condition of the supervisor's approval and the minimum possibility of an impact on work performance. This remote working schedule for Airmen is different from teleworking in that it refers to permanently working off the location of their units (Everstine). Nevertheless, this decision is unsuitable for the X, Y, and Z generations of Air Force airmen and other personnel. As indicated above, the workforce of all generations prefers to return to traditiona...