In this blog you can learn some key considerations for implementing hybrid working in your organisation including balancing the needs of the business and your people.
We have seen a seismic shift in where and how we work since March 2020. Now, as offices are opening up it may be tempting to go back to our old ways of working but the world has changed.
The term ‘hybrid working’ has emerged and the practise of this type of working is not new, but it is new to most of us.
You may have already introduced hybrid working or you may be preparing for it.
Where do you start?
Let’s start with the big questions
- Why is hybrid working right for your organisation?
- And why might it not be right?
- What are you basing that on?
- Is this being driven by the demands and expectations of your people or is it being driven by business need?
What hybrid working model is right for your business?
To decide on the model for your business it is important to step back and look at the whole system of your business. This will be different for every business and, to simplify it, I have broken this down into organisation, team and individuals.
What could be the benefit of hybrid working to your business? Could it be about premises and overheads, productivity or employee engagement? What else could it be about?
What are the needs of your customers, suppliers and other stakeholders? How can they be met through hybrid working?
What are the needs of your teams and business units? What are the tasks to be fulfilled, what about collaboration, team working and effectiveness?
Perhaps your teams have thrived with remote working but are there any elements that have suffered? Will these elements still exist in a hybrid working model and what could you do about them?
It feels like much of the drive for hybrid working is coming from employees. Those who have enjoyed working from home, have found that they are more productive, have found a better work/life balance.
We must also remember that some haven’t thrived. They have found that remote working just doesn’t work for them and some have found it to be detrimental to their wellbeing.
One organisation that I know has approached this with 2 key elements:
- What are the roles that exist in the organisation (they call them persona) – such as customer-facing, sales, telephone support – and what working arrangements are required for each role/task?
- What do the people in the organisation want, they have called these preference conversations? These conversations have had to be approached sensitively.
They have then worked to match the roles, or persona, with the people.
You may or may not need to do things as thoroughly as this organisation in order to decide on the right hybrid working model for your business. Whatever you decide to do, remember to keep that balance between organisational, team and individual needs and to communicate sensitively.
Please get in touch if you would like talk through what this means for you and your business.