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 <td align="left" valign="top"><h1><a>The Changing World of Work</a></h1>
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 <td>By this time, we have probably all been exposed to the new world of remote work in some way or another. Some had possibly already begun preparing for this world before the Covid-19 pandemic. For most however, we are now finding this reality thrust on us.
 Is this, though, not an opportunity to more fully embrace technological advances introduced through the 4th Industrial Revolution, before they overtake us? Failure to catch up may see the consulting engineering industry unable to meet the time and cost efficiencies that our clients require of us in this digitised and competitive world of business. However, it is also evident that even before we start addressing the technology and costs of gearing up for remote working, there needs to be a cultural shift and a mindset shift in respect to how and where we work. 
 The modern world of work has shown us that it is possible to be productive despite not being in the office and &ldquo;reporting for duty&rdquo;. While some may grapple with the need to see their staff to believe that they are productive, I would argue that we change our perspective. Focus should shift towards goal-setting driven towards producing tangible outputs in predetermined timeframes, rather than spending energy focusing on inputs where one may appear to be busy but show little evidence of true productivity. However, to achieve this we must address the new challenges presented by working remotely. 
 To signal their loyalty, devotion, and productivity, workers may feel they have to work all the time. Research has shown that workers often unintentionally make it hard for their supervisors, colleagues, and employees to maintain boundaries by sending work emails outside office hours. Studies have found that senders of after-hours work emails underestimate how compelled receivers feel to respond right away, even when such emails are not urgent. 
 Remote working requires a large amount of self-discipline, a healthy work ethic and a reasonable workspace to ensure that time is effectively and efficiently utilised. At one level, this is going to require more maturity on the part of both employers and employees to mitigate the risk of creating a trust deficit in the working relationship. On another level, employers may find a growing need to develop management systems that monitor productivity levels. 
 Many employees who are working remotely for the first time are likely to struggle to preserve healthy boundaries between their professional and personal lives. New to working remotely all of the time over the last month, I can certainly attest to the challenge of not being able to separate work and home life. The spaces are the same and the time delineations become blurred. It is harder to &ldquo;switch off&rdquo; at the end of the working day, as you might when leaving the physical office. 
 It remains important however, that we are mindful of maintaining physical and social boundaries. When working from home, there is no need for a commute to the office, however, a walk outdoors is advised to prepare your mindset for work. Likewise, getting changed into fair work attire in the mornings will help achieve a professional mindset. 
 It is critical to achieve a healthy work life balance, so that you can perform consistently at optimal levels of mental and physical wellness whilst at the same time meeting your professional commitments to your manager, your team, and yourself. We will have to consciously consider how best we embrace this paradigm shift, both as employer and employee, so that we adequately prepare for this new world of work. The tools, the equipment and the training required for this to work must now become a serious part of the company business plan if it is indeed your strategic intent to leverage the advantages offered by the new world of work. 
Chris Campbell 
CESA CEO</td>
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 <h2 align="left">Disclaimer</h2>
 This publication is an attempt to share information of interest with members and readers. Articles on products and ideas featured in this publication from other sources do not of necessity carry the endorsement of CESA unless explicitly so indicated. 
 CE-news Contributions 
 • Email or phone Bonolo Nkgodi at bonolo@cesa.co.za or 011 463 2022 to contribute news, comment etc. 
 • Email Wally Mayne at wallym@cesa.co.za if you work for a member firm and would like to receive a copy of this newsletter direct. 
 • News of member firms is usually provided by the firms themselves or copied from their newsletters or the media.
 Copyright &copy; CESA 2020</td>
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