How do we Hybrid?

‘Hybrid’ has become the new buzz word of the season. As restrictions are easing, managers and leaders are grappling with what work looks like in this new season. Is it ‘back to the office’ like we knew it pre-pandemic? Is it now all virtual and remote working? Or is it a combination of the two, the ‘hybrid’ approach? This topic does demand some strategic thought and consideration. It’s also important to recognise that different roles, teams and organisations have different needs and hence will find varying solutions and approaches to the new way of work.

Can we just go back to pre-pandemic ‘normal’?

There are some leaders who expect things to click back to pre-pandemic ‘normal’, expecting that staff will now make the commute five days a week and spend long days at the office.  While it can feel like a more simple way to manage staff, monitor their work and have a tangible measure of their ‘commitment’, many will argue that they are not more productive when in the office all day every day.  Whilst it may be easier to see ‘who is working’, just because someone is at their work desk on a computer it does not necessarily mean they are engaging with their work or producing maximum output.  Many workers have adapted to the work-from-home model over the past two years and whilst it also has its challenges and limitations, it provides some significant benefits that workers won’t be happy to just let go of.  

Workers in some instances have found that having the quiet home environment and uninterrupted head space makes them more productive.  The time spent in countless face to face meetings has also been streamlined (although we can experience Zoom-fatigue from endless video meetings!).  In many cases, saving time on the commute to and from work has meant people have had more time to invest in building a healthier lifestyle and spend quality time with spouses, children and other household members.  I heard one story yesterday of a manager saying “Covid saved my marriage” (due to the change in work meaning they were now at home and able to build relationships with their spouse and children), and numerous other comments about how working parents now have time to spend with their children which was being missed previously. 

One other key impact is it can mean people aren’t as tired.  Commuting five days per week is not only time consuming, but it can be exhausting and stressful when navigating traffic or the hustle and bustle of public transport.  What impact does this have you on your team if staff members are significantly more tired than if they were to logon and work from home that day feeling well rested and having had time for morning exercise and connection with their family members?  As humans we are multifaceted, complex beings.  When one of our areas of life is out of balance (such as sleep, exercise, meaningful relationships, satisfaction at work, finances, health), it can have an impact on all the other areas.  For customer service facing roles, heading back to the office makes sense.  But for many other roles perhaps we need to accept that the pandemic has changed how we work for the long term.  Managers who expect people to click back to a ‘pre-covid normal’ of being back in the office all day every day (in roles where this is not actually necessary to complete the work) may find it harder to retain good talent.

Is it now all about remote working and flexibility?

But is the answer just to allow people the flexibility to work remotely whenever it suits them?  That may well be what your workplace decides is suitable in this post-pandemic environment and is an option.  However, there are a few things to consider with this approach.  Whilst many people enjoyed the extra time without the commute and the freedom to dress in active wear (at least on the bottom half which isn’t visible on video calls), after weeks and months of lockdown, some people found motivation waning and some workers felt flat because something was now missing from their work experience.  Inherent in the satisfaction we experience from working is not only in completing tasks, but in being connected with others and together contributing to a greater cause or outcome.  We are shaped by the input of one another, and we are better together.  We can certainly still connect as team members when we do so virtually and leveraging this approach can allow our team members to not be limited to geographic proximity but to harness the best talent from people all around the country (and even the globe).  However, the connection that comes with being face to face with others, the incidental ‘water cooler’ conversations, the mentoring that naturally takes place from gleaning from those around you is hard to replicate in a purely virtual workplace environment.  Considering how these aspects of face to face can be achieved in a flexible context is important.  For some teams this may mean there is one day per week which is where the whole team is in the office for at least a portion of the day.  For other teams it may be gathering together once a month or once a quarter.  Every team will look different and there is no prescribed right or wrong on this – but it is important to recognise the team culture and relationships which can be built and strengthened face to face in a way that can’t be achieved remotely.  

Also, it is important to remember that the home office looks different for everyone.  For those living in group households with everyone trying to find a space to work remotely in the home, or for those without extra rooms for a home office, it can be a challenging and stressful environment, and they can be longing to be back in the office. 

If you are requiring your team members to come regularly into the office think about how you can make that a worthwhile experience for them.  If there are no benefits to being in the office, they will easily be frustrated and ask why they couldn’t just do that at home.  But if the office has offerings that the remote environment doesn’t have, it can be worth the energy and the commute.  These can be the tangibles - such as the inviting aesthetic environment with different spaces for different types of work, and the intangibles – fun, engaging, dynamic, meaningful team experiences and connections. 

And of course there are many jobs which require being physically present at the job for it to be completed – from school teachers to retail and hospitality staff, machine operators, drivers, construction workers and other trades.  So for some workplaces it may require multipronged approaches depending on the role of the staff member. 

Just as the past two years have demanded flexibility and adaptation, the new season of working out ‘how do we hybrid’ will also require we learn, change and grow as it evolves.  Listening to your team members and being intentional about your vision and culture will be critical in getting the right mix for your team and workplace. 

Claire Madden is a social researcher, keynote speaker and author of Hello Gen Z: Engaging the Generation of Post-Millennials. Claire is passionate about helping leaders and managers understand the varying needs of the different generations at work, and helping provide insights to create dynamic, engaging workplace teams. To enquire about engaging Claire as a consultant or speaker for your next event, please get in touch, call +61 2 8091 4321 or email info@clairemadden.com. More info can be found at www.clairemadden.com.