After its upending by the pandemic the world of work has begun to settle in a different place with hybrid working a common feature of many workplaces. But is everything rosy in this brave new world?
There are inherent challenges emerging in the hybrid model. Many employees have become used to the freedom to handle domestic matters in the working day yet at times these may be counter to business need.
The casual and naturally occurring conversations of physical, in-person interaction, the ensuing and valuable exchange of information and the bonds formed in proximity have been replaced by the need for more planned interactions via Teams or little or no interaction at all.
The potential for isolation and detachment from our work tribe and, worse, the lack of concern over this separation have been heightened. New joiners may never feel like they truly belong. We are at a crucial moment in this hybrid world.
The need to offer the empowering aspects of allowing people to determine how and when they work must be balanced with the needs of all colleagues, the team and the business. And there’s the need to ensure connection – with business purpose, vision and values, and with colleagues. Hybrid working makes all of this more challenging to achieve.
So, at this crucial moment isn’t it time to review and reshape our hybrid approach – not to take it out of the equation but to ensure it is fit for purpose?
Making hybrid work for all requires dialogue across teams and organisations and including all colleagues. Those discussions will be focused on agreeing new ‘ground rules’. How we’ll communicate. When and for what we will show up physically, in person. How we’ll handle the likely conflicts between business and personal needs. What are ‘red line’ situations where compliance is needed and where there is greater latitude.
In reaching such agreements we’ll be giving ourselves, our people, our teams, and the organisation the best chance to flourish in this new world.