The Impact Of Hybrid Work Models On Corporate Culture And Team Effectiveness – Balancing the needs of the organization, the team and the individual is key to optimal hybrid work. But it’s important to remember that you’re also part of something bigger.

In the past few months, some organizations have announced that everyone will return to the office as soon as possible. and other organizations where employees can work anywhere for as long as they want But most organizations don’t choose either/or. But this is a hybrid model that is somewhere in between. Proper integration of work requires thought and planning. This is balanced by a willingness to experiment, learn and adapt.

The Impact Of Hybrid Work Models On Corporate Culture And Team Effectiveness

A strict one-size-fits-all approach to hybrid work, such as establishing corporate policy days at the office and at home. and implemented internationally This is not a good way. (Unless everyone you hire happens to be performing the exact same tasks). and have exactly the same preferences and personal circumstances) in the same way Giving each employee the freedom to decide where, when and how they work without a clear vision, guidelines or parameters. This is a recipe for chaos.

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According to recent McKinsey research (mid-May 2021), most executives surveyed agree that the future of work is hybrid, but less than a third have a clear vision of hybrid work. Make a plan or communication

We have developed a simple integrated working model. It is adapted from John Adair’s action-oriented management, which balances the needs of organizations, teams and individuals, but something is missing from the original model. And I understood this because of the three overlapping circles All of them focus their attention inward. At the organizational level, it is not recommended to ignore, so adding a comprehensive fourth circle “External Effects” model is now complete. And it takes into account the fact that every organization is part of something much bigger than itself. and can, through their actions and choices, contribute to (or subtract from) the larger picture.

When designing an integrated approach to work, taking into account the needs of the organization is a logical starting point. Everything you do should be guided by your purpose and values. And your post-pandemic work style is no exception.

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It sounds obvious. But it is often clear which organizations use a goal-oriented approach. And what organization doesn’t use it?

Consciously developing work practices that promote your purpose and values is better than accidentally revealing what your work says about them.

Those organizations that announce their decisions (There is a top-down trend) to see their people in the flesh every day and restore travel from Monday to Friday. It can be said that there is one and clear goal. (making money the same way we always have) but not showing that they care about the welfare of their employees or limiting their carbon footprint.

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Similarly, Businesses that go “Remote first” to save money on real estate But install employee tracking software as a digital alternative to office visibility. It’s hard to add the word “Trust” to a company’s value statement

A great example of a purpose-driven organization. The best (although not always clear communicator) is the local government. Local councils are likely to prioritize protecting vulnerable residents. Promote environmental sustainability and promote the local economy. In addition, the likely value is engagement.

These priorities and values must guide organizational thinking. For example, there are limits to how well you can protect vulnerable residents in a virtual world. You can also be one of the largest employers in your area. This contributes to the haunted nature of city centers. In cities, since everyone works at home, there is no purpose. In other words, you cannot support the green agenda if everyone commutes to the office five days a week. And you can’t apply to participate if you don’t. Allow employees to adapt their work style or location to suit their personal circumstances.

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Therefore, starting with goals and values at the organizational level is not always easy. But the time investment is worth it. Translating the objective needs of your organization into a simple, integrated operating philosophy that ensures continuity without a shield. Four or five clear principles help. It sets the tone for your employees and the wider world about how the way you work strengthens your position. and giving teams the flexibility to develop work arrangements that work for them.

Creating team-level needs and harmonizing work practices is a collaboration. This is not a solo job for the driver. too often it’s ‘How do we work as a team?’ = ‘How does our manager want us to work as a team?’ This causes resentment. lack of approval And finally, this is a flawed approach. This is because those closest to the work are not included in the process of determining the best way to work.

Now is the time for leaders to have open and structured conversations with their teams about how to best use the hybrid model. And the methods vary depending on the needs of the client, the nature of the work and the desired results. What is right for the data? A processing team that can work almost entirely remotely This differs from operations teams in that I need more time on site. and sales teams who may need a home-based work mix. Cooperation in the office and personal visits to future clients

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First, it is important to consider the organization’s integrated work principles. Because what is developed at the team level must be in line with these things. Key issues for the team to discuss focus on where, when and how, such as the balance between home, office and other locations. A place and time to communicate both as a team and outside of the team. and how to use digital tools to enable better hybrid ways of working.

There are many useful online tools and articles to help you think about this. For example, Lynda Gratton’s Harvard Business Review article “How to do Hybrid Right” provides a simple four-box grid. Where you can schedule your role depends on how constrained or restricted time and space are, and the Boston Consulting Group’s “Guide to Hybrid Work”

Introduction of evaluation methods considering ‘remote readiness’, “Level of cooperation” (from independent to strong cooperation) and “type of work” (routine, complex and creative) develop the employee’s personality until Because it was simple and not industrialized. Therefore, they can help the team determine the most appropriate approach.

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A clear and consistent message has emerged from all studies and surveys during the global pandemic and across all sectors. is how much people appreciate the lifestyle benefits of working from home. All the evidence also suggests that for many tasks, especially concentrated solo tasks, homework is at least as productive as office work.

When combined with other methods, the pandemic has an impact outside the world of work. Many people reevaluate the role of their life and work. While work continues to provide meaning, challenge and identity, the traditional expectation that hard work comes first in many organizations over the years has been fundamentally challenged.

A reset of the employee experience is taking place. And those organizations that ignore this often lose talented people to organizations that understand that well-being is an important part of their employee value proposition. It’s not something you only care about during a pandemic.

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But although less than 10% of office workers want to return to the office to work full-time, But the same small part prefers to work only from home. Research shows that most of us have a deep need for communication. with other people in a physical location It’s not every day and it doesn’t have to be a job at home either. And while working from home undoubtedly promotes greater engagement, this is especially true for those with family or caregiving responsibilities. or have limited mobility Only remote working methods can destroy engagement The reasons are explained in my previous blog post. A hybrid approach gives employees the best of both worlds.

Therefore, the involvement and participation of every employee is essential in shaping the future of hybrid work. It also includes thoughts on the lockdown experience. Participate in the conversation and contribute ideas about the team’s vision and future ways of working. A combination of collaborative activities such as surveys and group discussions is required. and team activities and one-on-one conversations And when people are clear about how their work contributes to team outcomes and organizational priorities, they are less likely to act as if their personal needs are the only consideration.

In an organization that is healthy and responsible for the organization, a positive impact on the world is already the main feature of our purpose and values. So why do we need a fourth round?

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The interconnectedness of our world has never been clearer. Any result in one system always has an effect elsewhere. And if we ignore it (As we have often done in the past) there may be consequences.

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