Welcome to the thirty-first edition of The Future of Work
You may be tired of the endless debates about the "new normal" and the conflicting views on whether hybrid work increases productivity or threatens business.
Hybrid work raises a number of questions. How do we strike a balance between working from home and in the office? Who should decide how to set it up - managers, employees, or both parties together? Where does the line between increased flexibility and decreased productivity lie? There is no simple answer to most of these questions.
The reason is that hybrid work is often seen as a homogeneous entity, even though it encompasses several interrelated areas. In addition to efficiency, staffing, company culture, technology and work environment, changes in team dynamics and people leadership need to be considered. Each of these areas requires a specific approach.
Efficiency
It is not possible to say that telework is good or bad. The pandemic has shown that remote collaboration can work, and many companies and individuals have appreciated the flexibility it has brought. The question remains, however, whether this "mode" is sustainable in the long term and how it affects the effectiveness of work in the wider context.
Hybrid working can be highly effective if it is managed strategically and with human factors in mind. It's not just about working from anywhere, it's about creating an environment where people feel comfortable, are motivated and can sustainably perform well.
Personnel aspect
Hybrid working is now one of the key factors in job seekers' decision making. While companies used to attract talent to modern offices with relaxation zones, today the main benefit is the ability to work from anywhere.
However, it's not just about the physical location of the job, but also how employees perceive flexibility. Companies should clearly define what they actually offer, but also communicate it properly.
Two examples to think about:
- Time saved on commuting - On the face of it a benefit, but how did you use the time? Maybe you were reading, on the phone, or just letting your mind wander. Changing or losing this rite of passage can be challenging for some.
- Informal meeting after a meeting - After a meeting, colleagues often clarify details, resolve minor disputes and strengthen relationships. These spontaneous interactions are absent in an online environment, which can affect collaboration and team dynamics.
It's important to get the name right for what different work modes bring to people and what they take away.
Company culture
Do you remember your first days at work? You probably went through training, got to know your colleagues and gradually discovered the unwritten rules of the company culture. Research shows that working remotely decreases feelings of psychological safety, increases isolation and changes team dynamics.
Building and maintaining a company culture in a purely online environment is extremely difficult. If someone tells you there is a universal recipe, they are probably trying to sell you something. Culture takes a long time to form and its real impact will take months or years to show.
Technology
Without the right technology, the hybrid model quickly turns into chaos. While the pandemic has accelerated digitalisation, not all companies have clearly defined technology standards. Digital collaboration tools, quality audio-visual equipment, and cybersecurity are key factors affecting hybrid productivity.
Working environment
Hybrid working is not just about where we work, but also about how the spaces are adapted to different working modes. Businesses today are looking for ways to transform offices to accommodate a mix of physical and digital collaboration.
Meeting rooms should be equipped with modern technology for hybrid meetings, quiet zones allow for focused work, and coworking centers or cafes can offer a variety of environments. However, many people still work in the same conditions as before the pandemic, which negatively affects their health and productivity.
Individual aspects
Every person has different work habits and needs. A hybrid model may not suit everyone. Some employees are great at managing their own time, others need clear guidance and structure. If a company fails to define expectations and support, the hybrid model can lead to frustration and a decline in performance.
Extroverts often derive energy from meeting with colleagues, while introverts may perceive the hybrid mode as a relief. Research shows that working remotely can reduce feelings of belonging and the courage to share one's own opinions. Leaders should therefore communicate more, encourage an open culture and create space for informal interactions.
The key to a successful hybrid model
Before you start setting the rules of hybrid work, ask yourself: What is most important to our company and team?
The next time you find yourself in the middle of a debate about where and how work should be done, try asking yourself a different question: Don't we disagree more on what to emphasize - efficiency, flexibility, company culture, technology, work environment or individual aspects - than on whether it's better to work in the office or from home?
It is this openness and ability to look at the hybrid model from multiple angles that is key to its successful setup.
