Employers thought employees would want to come back to their offices, where they had easy access to equipment, coworkers, and managers. They were wrong. COVID untethered us from our traditional workplaces and many employees don’t want to return.
Employees enjoyed the flexibility and freedom, sometimes from micro-managing supervisors, they had when working from home. They discovered they could better balance home and work when they didn’t have to commute or leave home for eight hours daily. When the C-suite consulting firm McKinsey & Company surveyed more than 5000 employees, it reported three-quarters of them want to work from home two or more days per weekly, with more than half of them wanting to work from home at least three days a week.1
Given this disconnect, if employers want to build a future-ready organization, they need to chart a new playbook for how work happens in a way that achieves both employer and employee needs.
This requires addressing key questions:
Who gets to work from home? Who doesn’t?
What work can be performed virtually; what needs in-person interaction?
How can we make our meetings truly productive, given that many suffer from Zoom fatigue?
Do teams need to physically gather when launching projects?
Do those who primarily work from home deserve the same perks given to employee who work in the offices five days a week?
How do we mend the disconnect many employees feel from their employers?
This requires a mindset shift for leaders. Here’s what I’ve told my clients.
Don’t assume your end goal is to re-establish the workplace as it was prior to the pandemic. You need to re-establish your “why,” “what,” and “how.” According to research, employees that derive meaning from their work are 140 percent more engaged and three times more likely to stay with their organization.2
Partner with your employees to gain buy-in. Engage in regular workplace development and strategic planning sessions. Ask your employees what they miss about how things were done pre-pandemic and what they could do without. Involving your employees gives them a sense of purpose and face time with senior leaders. Listening to employees heads off morale issues. Employees aren’t loyal to employers who aren’t loyal to them.3
Create a company platform where everyone can access key information so you can allow employees more flexibility in working from remote locations for at least part of the workweek. According to a poll of more than five thousand LinkedIn members, flexibility is the fastest-rising priority in the U.S.4
Provide your managers training on how to monitor the productivity of and develop trust and connection with employees who work at different locations.
Redesign your office space and schedules to enable team collaboration and connection.
Challenge your assumptions concerning what works when teams need to achieve common goals even when employees don’t work in the same physical space. According to collaboration experts Christoph Riedl and Anita Woolley, the most effective and innovative teams didn’t communicate every hour but spent hours or days working solo and the communicated in bursts.4
Rebuild connection in the workplace by creating opportunities for personal sharing and praise. Use meetings to achieve connectivity and cohesion and a shared sense of organizational values.
Employees need to trust that their employer cares about their health and safety. How do you plan to monitor vaccinations, masking, and physical distancing? If your workspace is housed in a crowded building, have you given thought to staggering arrival times to ensure elevators aren’t congested?
Does this mean starting from scratch concerning how things are done? To an extent, it does. At the same time, most employees have given a great amount of thought to what they don’t want to return to and what would keep engaged and productive. Ask them.
If you want additional effective strategies for creating a future-ready organization, check out Managing for Accountability: A Business Leader’s Toolbox, rated 5 stars on a 5-star scale @ Amazon, https://bit.ly/3CTFTKV.
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6 thoughts on “Making Hybrid Work: charting a new playbook for a future-ready workplace”
I actually think one of the silver linings of the pandemic is that many people will permanently work from home and be better off for not having to commute, plus we’ll have environmental benefits for not having as many cars on the road. I think for employers the biggest challenge is monitoring productivity- how do you ensure the employee is working and not on social media, or working more than one job and thus dividing their efforts between your company and another? I think productivity monitoring software is going to become more sophisticated by necessity.
Dee, agreed, productivity will be a touchstone.
These are great suggestions for re-establishing the what, why, and How, as your post said, of work in an organization. Rather than simply trying to go back to the way it was, we need to go forward, incorporating lessons learned from hybrid and online work and finding new ways to re-engage, socialize, share ideas. The communication bursts remarks were especially insightful and helpful for me.
Thanks, Susan, I see hybrid as a way forward for both employers and employees getting their needs met. And I’d much rather go forward than backward:)