Half home half office, the future is called hybrid working. Covid-19 has fueled a process that had been underway for a long time. As a result, our working world has changed dramatically. According to surveys, 83% of employees who currently work from home or remotely do not want to return to the office completely.
Hybrid working = employees decide for themselves how much they work from home, on the road or in the office - within a certain framework that each company has to set for itself. The desire for models like this pervades all industries (in which working outside the company is feasible).
This paradigm shift offers enormous opportunities for both employees and the company itself. We look at some important points in detail.
Hybrid working models are finally making it possible for many companies to create diverse and inclusive teams. This is because staffing a team internationally and recruiting specialists globally works without them having to move the center of their lives. Part-time models for parents are finally becoming more attractive. This development can be observed in many industries. Working from home is also possible for employees who are unable to work in an office due to a physical or mental disability.
Challenge: Here in particular, it is important to remember that the experiences or challenges for employees working from home can be completely different to those who work in person or remotely. The goal remains to motivate teams to really "stay connected".
Opportunity: It is becoming even more important for managers to take sufficient team-building measures. There are also countless digital options here. We will introduce you to some providers and ideas here in the magazine shortly.
It is an opportunity for companies to put together a broader and more qualified team. For employees, it brings long-awaited comfort. The elimination of commuting and the freedom to organize working hours often represent an important step towards fulfilling employees' need for autonomy.
Challenge: However, everyone perceives flexibility differently, and for some, working on site will remain a long-term priority.
Opportunity: The mix of hybrid models is exciting for many reasons. The future lies in offering diverse models and providing the necessary framework conditions, including the necessary technology.
These need to be brought to the fore. It is still a widespread phenomenon in companies that performance is equated with the measurement of working hours. However, employees are not more productive the more time they spend in the office. It is often the exact opposite. Even though it is important to set a certain number of hours as a basis, this should not be the only way to measure employee performance. The hybrid model makes it possible to focus even more on work results.
Challenge: If employees are not on site, it is inevitably more difficult to query results and stay up to date. Well thought-out software solutions are needed here.
Opportunity: Use the tools to make it as easy as possible for your employees to communicate their results and successes in order to stay in touch with the team. The aim is also to rethink old structures and, if necessary, to renew them in order to remain fit for the future.
Theywill play an even greater role as a link between the organization and employees. Successful communication between the various bodies as well as within the teams contributes significantly to the success of hybrid working. As a bridge between the organization and employees, they make a significant contribution to increasing autonomy, motivation and trust within the team.
Challenge: Everyone wants to be reached, which is of course more complex when not everyone is working together in the same place, but in different contexts. Creativity is required when it comes to building and maintaining relationships between managers and their teams.
Opportunity: There is also a lot going on at management level. New character traits in managers are coming into focus. Key point: emphatic, agile leadership.
You can't do without it. In order for teams to work together effectively, a changeover is not possible without investment. It should be seen as an investment in the future.
Challenge: It can be assumed that companies will have to put their internal structures to the test in order to make significant improvements where necessary. Key points: digital signatures, document management, clouds, etc.
Opportunity: A review of existing structures often reveals the potential to introduce new, more effective processes that will make the company fit for the future in the long term.
Between, organization and team, and vice versa, trust is essential for a successful transition to a hybrid model, such as hybrid working. A culture of trust must be created. So that team members feel protected and are given the support and trust that everyone needs to do their job in the way that works best for them.
Those who work carefully during implementation and readjust now, after the pandemic-related experiences of the past year, can grow stronger from the current change into the future. Companies report that they have increased their productivity after switching to a hybrid model.
Once work processes have been adapted and the employees have clearly defined their work packages, and a functioning controlling system has been implemented so that work progress can be viewed by the entire team, you can get started.
A well-thought-out meeting culture and efficient, evolving communication are also key pillars.
In the future, the office will continue to serve as a central point of contact for many companies during working hours, while others may even do away with their offices altogether. For employees, managers and even entire teams, most employers will continue to offer the opportunity to meet, even if there are some or individual members who "only" participate virtually due to their living or life situation.
Because life (like work) is not black or white, we move in gray areas and that's a good thing.
