How two companies are approaching hybrid working: Part 1

If there is one topic that is occupying the headspace of business leaders and their HR teams more than any other right now, it’s hybrid working. Most companies are grappling with how they will transition out of the pandemic, seeking to build on what has worked well and overcome the issues they have encountered.

And while there seems to be a general agreement that hybrid working IS the way forward for most corporate companies, and that it will create a huge number of opportunities for companies and their employees, implementation feels complex. As one of our clients has noted, in some ways having everyone working from home is easier to manage; it’s developing the next step, and making it stick, which will be a real challenge.

With this in mind, I recently co-hosted a roundtable for Timewise Partners, in which we explored the topic, supported by two of our longstanding corporate partners, who shared their hybrid working advice and insights with us. Here, in Part 1 of the highlights, we look at their approach to creating the principles on which to build a successful model.

What are the principles that leaders should adhere to?

Our speakers began by noting that while the change we are going through is unprecedented in modern times, many haven’t grasped just how fundamentally it is altering workplace norms. They also spoke of the need for organisations to agree principles for development before looking into implementation.  

All agreed on the importance of allowing all members of the organisation to have input into any changes, asking what they have missed during lockdown, and what they want to build into any new ways of working. One cited a survey of 23,000 UK staff which has pointed towards a model of 2-3 days in the main office per week, with the remainder spread across client sites, at home or remotely.

Among the principles discussed were:

• Accept that the process will require thoughtfulness and mindfulness about what to do as a leader and as organisations.
• “This will involve lots of conversations which people are not having at the moment as they are just trying to survive.’’
• Make sure that any team charged with exploring future ways of working is populated with a range of dynamic employees at different levels. “Put your best people on it”.
• Encourage leadership teams to be proactive and positive about the process. They need to be at the heart of driving change and to role model whatever good practices are agreed.
• Look at the issue in the widest sense possible before narrowing down to specifics; for example, discussing what is going on globally and societally as well as for your organisation and your clients.
• Explore whether moving to a hybrid model will require changes to your business model – consider your client base, your service scope and your client/team interactions.
• Ensure that any changes work for individuals, clients and the team, as well as the business.
• Underpin everything with trust and communication.
• “Make it a no-regrets recovery, turning a year of disruption into a catalyst for positive change”

How can leaders empower teams to create a model which suits their needs?

Our speakers then explored the best way to develop a model which is in line what teams need to succeed on a day-to-day basis.

One of our partners explained their pre-pandemic approach, which was based on employees having autonomy around how, where and when they worked. Their view was that hybrid working is an extension of this autonomy, but that teams need support and leadership to help them develop an inclusive environment in which they can continue to collaborate.

The speakers then discussed whether it is better to have a company-wide vision for hybrid working, which teams are expected to work to, or to empower individual teams to find their best way forward. Their insights included:

• A firm-wide approach should be created, which sets out what successful hybrid working should look like.
• This could include some core parameters, such as requiring leaders to role model the change, or having a minimum coverage of managers in the office in any one day.
• Teams can then work together to create their day-to-day arrangements within those parameters, such as how to organise their home vs office time and how to split their work into collaborative and solo tasks.
• This will involve creating principles about who is in the office when, and looking at the tasks that need to be done and where they are best undertaken. It will require training in skills such as job design and remote team management.
• “In-person collaboration is difficult to replicate, particularly when you are trying to be creative.’’
• Managers should be encouraged to be open and transparent about the logistics, such as why people might be needed in the office on certain days. They will also need to role model the practices agreed by the team, such as working from home part of the time.
• They should also think through how to support new starters, who will need to be onboarded extra carefully within a hybrid model.
• Additionally, they will need to consider how best to develop junior members of staff who are seeking to carve out their career, and need opportunities to learn from their more experienced teammates.
• Line managers may need to be in the office more frequently in the early days to facilitate these points.

Take a look at Part 2 of the highlights from this session, which will focus on how to equip your employees to succeed within a hybrid model, and to ensure that it is fair and inclusive.

In the meantime, if you need more hybrid working advice, take a look at our hybrid working workshops, or get in touch to find out more about our bespoke consultancy services.

Published April 2021