Embracing a Hybrid Work Model Does Not Have to be Hard, Start by Involving your Team in the transition Process

About 16 months ago, the world of work came crumbling almost to a halt due to the coronavirus pandemic (COVID-19). In addition to being a threat to public health, the economic and social disruption, the virus threatened the long-term livelihoods and wellbeing of millions across the globe – workplaces were closed and work from home became an option and ultimately a norm. This necessitated swift action and among the progresses made, by late 2020, the world had vaccines which have already rolled out with millions already vaccinated.

With vaccines rolling out, countries beginning to map out their roadmap out of lockdown and lifting restrictions, and companies beginning to bring workers back, there is one hard question that needs answering – how do we choose to return to work? As the workplace becomes safer from the pandemic, business leaders are conflicted with the decision on whether to recall everyone to the office and be a predominantly office-based firm, remove an office presence and remain a fully remote company or give their employees a chance to decide whether to work remotely or in the office as and when they wish – a hybrid model. Whichever the choice between the last two, organizations will have to decide which roles can work purely from remote locations as well as develop a framework and policies on organizational communications and work delivery, supervision, and appraisals. It is not as easy as it seems.

When embracing a hybrid model, which is the focus of this article, leaders will have to decide which roles will go remote and which ones will remain in the traditional office or who will come to the office on which day. Roles such as sales, customer service, programming, PR and technical writing, accounting, data entry can easily be managed remotely while duties in such as those in medicine, firefighting, driving, sanitation, and retail require to be an on-location model. However, some employees find it harder to stay focused at home, feel more disconnected to the workplace and miss seeing their colleagues face-to-face and hence yearn to work from the office. This is because in-person connections, meetings, organic collaboration, and impromptu conversations before or after a meeting are important for productivity.

If you consider the hybrid model for your business, the first thing I recommend is for you to involve your employees in the process. Hold a meeting with each team and get to hear from their desires and their use cases for in-office work and how they would like to be supported in a hybrid environment.  During the meeting, evaluate together how the team will be kept connected to each other and to the company values and mission for remote members. Also, collaboratively decide when virtual meetings should be held as well as when to have supplant in-person events or town halls in order to keep existing traditions alive through transition.

Second, give your managers the tools and structures to ensure equality between remote and in-person performance management. Third, you will have to decide which aspects of your company culture you want to nurture and protect, and which you can potentially let go. To do so, you will need to set up a team which will define the targets and come up with a roadmap which takes into account various case uses – including both office-based and remote workers. This is so because those working in the office are mistakenly considered to be more committed, even though those outside the office may be working just as long and delivering even better results. A framework should also be established to ensure remote workers get equal performance evaluations, salary raises, and promotions with their colleagues in the office.

In winding up, having a hybrid workday set up will require you to ensure those working remotely are effortlessly connected with those in the office as well as having a few in-person events where employees must attend. For new hires, looking for people who are savvy at working remotely is important; someone who has experience in working remotely in the part has an appetite for change, is a good communicator, is comfortable with technology and has other professional skills per job requirement is the best fit for a remote role.