Dare we say it, we may be on the cusp of a return to (relative) normality. However, will the workplace as we once knew it ever be the same again? If recent research is to be believed, the good old days of office 9 to 5’s may soon be forced to make way for the new world of hybrid working.
As an extension of flexible working, the hybrid workplace offers a combintation of both office based and remote working opportunities. If managed effectively, a hybrid workplace can provide a fertile ground in which to increase productivity, enhance happiness, and save on costs (not to mention significantly reduce our carbon footprint). That being said, the success of hybridity hinges heavily on our capacity to overcome some of the salient challenges associated with this emergent form of working.
Let’s explore some of these challenges in greater detail, and more importantly, the solutions to overcome them.
Challenge 1: Balance
In the first instance, the burning question (and rightly so) for many organisations may be “What is the right balance between office and remoted based working?” In truth, this is a challenge which may very well be dependent on the idiosyncratic nature of the organisation. For some businesses, there simply might not be scope for a hybrid approach due to the nature of the work being conducted (e.g. use of specific equipment or issues with security). However, for those who can facilitate a combination of office based and remote working, achieving the right balance is key to long-term implementation and success.
The Solution
As much as we may fear and struggle with uncertainty, the best approach when it comes to achieving the right balance may well be experimentation. Recently it has been suggested we should strive to ensure that at least 30% of our time on the job allows for remote working, whilst a further 30% of working hours should be dedicated to time in the office. Whilst the 30% rule may appeal to some businesses, a message we cannot reiterate enough is that every organisation is unique. As such, we must take time to engage in a continual plan, act, do cycle, whereby we continue to monitor and evaluate which specific tasks can be completed remotely and which may necessitate office-based teamwork and collaboration.
Challenge 2: Safety
Prior to the COVID-19 outbreak, working from home was very much regarded as a professional perk. However, as many of us can now testify, the remote working environment is certainly not without its challenges. Despite our best efforts to separate our professional and personal lives, it’s become increasingly apparent that many employees may feel they are living at work as opposed to working from home. Pressure to work beyond scheduled hours, dealing with social isolation, and anxiety about a return to the office environment are all pressing issues we need to address if remote working is to be considered a viable option in the long-term.
The Solution
Managers and leaders need to appreciate that their influence extends beyond the walls of the office. Whilst asking about an employee’s life may previously have been considered an intrusion, it may now be regarded as an important line of enquiry in helping to identify and navigate external stressors which may impede upon workplace performance and wellbeing. Trepidation over COVID-19, childcare issues, or an unsuitable home working environment are just some of the topics which we may wish to explore when trying to help our employees feel better supported in their remote working environment. Conversely, we must also ensure that those who prefer working in the office feel equally supported and are not made to feel that those working from home are being given preferential treatment.
Challenge 3: Performance
In the pre COVID-19 working age, our capacity to monitor performance was undoubtedly made easier by the fact we were able to actively observe and monitor the work being conducted by our employees. In a hybrid working world however, we are facing a reality in which our teams may be working across multiple locations at any given time. As such, we must question the extent to which we our assessing performance in relation to traditional quantifiable metrics such as hours worked. Furthermore, with hybrid working also allowing a degree of flexibility in regard to scheduled working hours, we must also reassess how we can best conduct regular performance check-ins and feedback processes.
The Solution
For hybrid working to be a success, we need to rethink our approach to performance. Rather than a predominant focus on hours worked, managers and leaders should take time to think about the metrics that really matter. This might involve promoting an approach which not only focuses on hard metrics (e.g. number of tasks completed) but also additional measures which help us keep track of an employee’s perceived levels of productivity and motivation. On the subject of motivation, we may also need to reconsider our approach to rewards and recognition. At a time when cash flow is perhaps not at a premium, it’s important we are creative in thinking of ways we can help ensure our employees remain happy and engaged in their working practices (e.g. extended opportunities for expressions of gratitude) . Finally, we must remember to be realistic and flexible. We need to appreciate certain tasks may take longer than before and certain employees may take longer to adjust to a hybrid way of working. For this reason alone, finding the right balance between support and autonomy will be key.
Final thought
Whilst we wish we had all the answers regarding what makes a successful hybrid working environment, the truth is we remain in very much a “beta testing” phase. As such, we must have the courage to step into the relative unknown, whilst having the capacity to be continually adaptive in our approach. Moreover, irrespective of our employee’s preferred approach to working, we must endeavour to maintain a connected and collaborative culture; one in which our people remain united in the pursuit of clear collective objectives.