Published on: August 5, 2021

While some organizations have been keen to get their full workforce back on site, others have adopted a hybrid work environment (or even a fully remote one) to respond to the changing demands of the organization, and more importantly, its people. The question isn't whether to support remote work or not (others can get really stuck here), but rather, how we continue to add value to our customers and our employees. Pandemic or not, increasing value has always been the goal.

The hybrid working model is one way to move from the transactional to the transformational, a goal we have always aspired for in the HR space. 

The role of HR Leadership has never been more crucial and transformational than it is today. To do something or to do nothing? Both are decisions that will warrant their own consequences. Leadership is key because there are HR functions that will remain the same, but the execution of change needs to be as fast as the need for business to change. 

The Push for an Inclusive Hybrid Work Environment Approach

The hybrid work environment has been a win-win situation for many organizations and employees alike in the now normal. In fact, according to Global Workplace Analytics, employers could collectively save over $500B a year, which is equal to $11k per remote worker each year. Similarly, employees could also benefit from the WFH arrangement, with collectively nearly $150B a year in savings according to Global Workplace Analytics. Therefore, it stands to reason that a hybrid model can benefit the organization. Depending upon the strategy and approach, the model can allow alternating schedules for employees which cater to both off and on-site needs.

In a standard 40-hour work schedule on-site, 36% of the employees qualify as high performers. Whereas, when the model is shifted towards a hybrid one, 55% of employees are high performers.

Similarly, the hybrid work environment model is expected to drive flexibility and performance. According to The Gartner 2020 Reimagine HR Employee Survey, progressive organizations have embraced the hybrid model by giving control to the employees over their work and have seen a positive uptake. In a standard 40-hour work schedule on-site, 36% of the employees qualify as high performers. Whereas, when the model is shifted towards a hybrid one, 55% of employees are high performers.

Keeping in mind critical success factors such as employee experience, digital transformation and the variables in your respective industry and business, here are three ways you can make the setup work for your organization: 

By Increasing Employee Autonomy

If there is ever any impact that HR can effect on its people, this is done on a massive scale through the middle managers. It is through team leaders that the employer brand is delivered, values are realized and workforce practices are carried out. Managing the change today and standardizing new workflows depends largely on their ability to facilitate that change. As with everyone else's, their mindset matters and here are some considerations managers need to have in increasing employee autonomy:

• People have lives outside of work: We have to expect (and encourage) our teams to live out the other facets of their lives. We need to model the behaviors we want to see in our teams and not make them feel guilty for taking a break or leaving to do what they think serves their purpose.
• Setting boundaries benefit customers too: Whether internal or external customers, leading our teams using boundaries (e.g. SLAs, work schedules, etc.) actually gives them more freedom to organize and integrate their work and personal lives.
• Goals are greater than tasks: By setting goals for the team on a regular basis, managers empower their team to decide how to carry out tasks to deliver on their commitments.

Giving a certain degree of decision-making power and capability cultivates favorable and trusting relationships too. In an experiment measuring neurophysiology, they found that increased perceived autonomy was beneficial for the employee. The arrangement can significantly improve individual and group productivity, which in return has a good impact on the person's mood.

By Leading with Values

Some organizations have grown accustomed to the usual (and old) ways of working. So much so that they believe that the hybrid work environment is a temporary setup and that it will not be a fully transformative one. While this may be true in some cases, organizations also need to realize the cost and benefits they will forego if they overlook this opportunity.

 
The ideal setup is one that creates a new organizational culture, which is supported by both the business and its people. Company values aren't just posters on the wall, they can be used to anchor leadership conversations while keeping focused on business goals and the employee experience. Here are a few ways it can be done:

• Ensure Management does 1:1 check-ins and coaching: Adopt an employee-first approach and ensure that every employee is clear on the new workforce model and has the necessary training to participate.
• Share details intentionally and train managers: Train managers to revamp their current approaches to facilitate the new hybrid workforce arrangement and have systems set in place that communicate information like it would be done on-site.
• Check performance and create opportunities: Assess if the practices are working or not. These measures include job-related performance, increased engagement and increased collaboration off and on-site.

By Leveraging Technology and Prioritizing Virtual Collaboration

• Awareness: Make sure all employees are aware of your company's standards even in using your own tech stack (e.g. following a uniform virtual meeting dress code, alongside audio and video settings to ensure streamlined customer interaction).
• Communication: Have clarity on each individual's online and offline responsibilities and ensure that all team members are well-aware of the conversation before they meet clients.
• Connectivity: Use tools that people can easily utilize with their bandwidth from home so that they can keep information secure respond in a timely manner.
• Visibility: Encourage clear visibility of each individual's contributions. Managers should introduce a mechanism through which employees can see the transparency in the processes and achievement of goals.
• Frequent Feedback: HR needs to understand that a hybrid work environment requires added measures to be set in place to give employees their collective feedback. Since not all employees are in one room, sprints or regular meetings can ensure frequent feedback loops.

The question isn't whether to support remote work or not, but rather, how we continue to add value to our customers and our employees.

Zooming Out

The hybrid working model is one way to move from the transactional to the transformational, a goal we have always aspired for in the HR space. Its implementation can make all the difference between long-term sustainability and short-term returns. How inclusive and productive the setup will turn out to be will depend on the sophistication of our design and how well we can adapt it to add value to others.

What strategies have you implemented to drive a successful hybrid set up in your own organization? Share your thoughts in the comments below.

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