If you are considering the hybrid option for your employees, there are five main issues related to the hybrid model that managers need to know about. As with teleworking, hybrid work presents several challenges. Let us look into some of the challenges and how to fix them.
1. Communication
Communication is the number one issue in a company, whether face-to-face or virtual. A lot of the issues experienced in teams start from communication or miscommunication. It must be said that in an organisation, practically everything is based on communication. Without effective communication, it is impossible to convey the objectives to be achieved to resources or to mobilise them effectively.
2. Fairness
It is important to understand the impact on human resources in the grand scheme of things. The hybrid work model may cause equity problems within the organisation itself. How? By creating two classes of employees: those who can do remote work and those for whom it is not possible. Just think of the employees of a hospital made up of administrative staff and nurses; telework would be accessible only to the first group.
3. Corporate culture
Developing a sense of belonging and a corporate culture is more difficult when resources don't spend all their time in the office. And employees who are not very attached to their organisations are more likely to change jobs. Planned activities with the team when together or online can help everyone feeling included.
4. Information sharing
Another notable issue of the hybrid work model is the sharing of information between remote and face-to-face employees. How do we ensure that they all have access to the same data in real time? Having the right tool to keep everything about one topic in one place is key, such as Microsoft Teams or OneNote.
5. Computer security
Employees who carry a laptop several times a week between the office and home are more likely to compromise the privacy of their employer's data. For example, they may forget their laptop on the train. The same applies if they connect to an unsecured network or if they use applications that are not recommended at home.
Some tips to overcome the challenges of hybrid work
As with the massive implementation of remote work, the success of working in hybrid mode depends largely on the shoulders of the manager. In particular, it must ensure that no employee is left behind. We must not forget that the manager must be the guarantor of the flow of information. It must be the transmission belt. To facilitate corridor discussions, which are more difficult to start in hybrid work mode, the team leader should encourage all his collaborators to contact their colleagues on an ad hoc basis, whether they are teleworking or in the office, during working hours. This practice makes it easier to share information and improve cohesion among staff.
To effectively deal with the unforeseen events caused by the hybrid work model and avoid grey areas, managers should also take a moment to reflect on how to work together before recalling their staff to the office. If there was only one piece of advice to give, it's to take the time to do this exercise, to reflect and to consult.
Conclusion
You should ensure that you plan well for the implementation of hybrid work. As can be seen, hybrid work has its share of challenges for managers, particularly in terms of communication and personnel management. However, with the right tools and a little planning, they can overcome them and offer their employees a fulfilling work environment... at home, as well as in the office!
Check out how our Productivity Courses can support your team with the hybrid journey.
Priority Management is a worldwide training company with 55 offices in 15 countries. We have successfully trained more than two million graduates in Priority workshops. Our programs help companies and people be more effective and manage their workflow in and out of the office by providing tools, processes and discipline. Simply put - A Better Way To Work! Clients range from Fortune 500 companies, small-to-medium businesses and government/military employees.
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