HYBRID HICCUPS PART 2

There is a vast amount being spoken and written in regard to the benefits of hybrid working.

The consensus is that organizations who want to attract and retain talent and reap the benefits will have to provide employees with the flexibility to choose where they work from and when.

Work is what we do, not where we go.

Whilst many organizations are rushing to embrace this new reality and gain competitive edge, you also need to consider the factors that if not addressed could be your undoing. Do not ignore the hybrid hiccups.

Ignore These At Your Peril

I have isolated ten of them and I guarantee there will be more. Here i explore the last five.

This is a transformation that is multi-faceted.

6.   Unified communications

When the pandemic hit us, we clambered to utilize whatever communication and collaboration tools we could get our hands on to keep the wheels turning. It was a knee-jerk reaction, but one needed at the time.

We jumped on Zoom, Slack, Microsoft Teams, Google G suite, Facebook Workplace, Flock and Cisco Webex.

On 31 January 2020 Zoom saw close to 110,000 downloads across iOS and Android devices. In March it saw 2.7 million downloads.

Microsoft claims that demand for MS Teams surged to 44 million active users, with an additional 12 million regular users in the week of 26 March 2020.

Now is time to take stock and ensure we have one integrated platform with live data updates that is the single source of truth or record.

It is time for unified communications and collaboration. Leaders should consolidate conversations rather than have them fragmented across various platforms.

Leaders need to look at what platforms are being used and for what purpose. Which are the preferred platforms used by employees and why? Where is the duplication and overlap?

Having audited the situation, leaders can decide on a unified approach which could be one or two integrated platforms rather than the existing range of disjointed offerings.

7.   Micromanagement

Micromanagement must stop.

Despite the nodding heads in agreement with that statement, micromanagement continues to be pervasive even though it should be difficult to conduct in a remote environment.

The magnitude of the situation is evident from global research by TOP10VPN. The increase in demand for employee surveillance software highlights the inability for many leaders to operate in this new territory.

Global demand for employee monitoring software increased by 87% in April 2020 compared with monthly average prior to the pandemic. In May 2020 it increased by 71% versus pre-pandemic levels.

In April 2020, use of the search term “employee monitoring software” increased by 107.55% compared to the same month the previous year. The search for “free employee monitoring software” increased by 96.32% in the same month.

Rather than use the term ‘surveillance’ the software is often referred to as “awareness technology” as if that will make it less invasive and intrusive. If you micromanage you give away trust. And trust is what makes remote working work.

Whilst there are many factors that will have to be dealt with in our hybrid world such as reimagining office space, policies, logistics, security, and technology, the need for a new style of leadership is paramount.

Leaders need to provide employees with the empowerment and autonomy to get on with the task at hand whilst operating from a position of trust.

They need to delegate and provide absolute clarity of outcomes and expectations. They should be there to provide support, advice and remove obstacles when needed. Overall, they need to get out of the way.

8.   Proximity bias

One of the biases that may arise when managing remote workers, is called proximity bias. This is when a manager puts a higher value on the person and the work being carried out by someone they can physically see doing the work over that being carried out by someone they cannot observe.

In the hybrid environment, In-person workers may still be at an advantage just by the mere fact that they are more visible to management. 

Often leaders play favorites with those in the room. And research has shown that those who are in the same physical location as the leader feel closer to power and begin to ignore the contributions of those who are not present. 

Leaders have to resist the temptation to give more information, more attention, and more access to those who are around them physically. 

As a leader you need to ensure that all employees are treated equitably. You need a people-first approach regardless of employee location.

It is the responsibility of every leader to make sure that all employees feel connected. This may mean more intentional inclusivity to keep everyone informed, increase collaboration and enable everyone to contribute to decision-making.

9.   Onboarding

Onboarding remote employees is a new concept for many organizations. New employees may have a sense of isolation when their interactions are solely online. They cannot be left to flounder due to lack of proper induction and personal introductions.

Advanced HR platforms will be needed to streamline the onboarding process to ensure no aspect is overlooked.

New employees should be given access to videos and training materials, company guides and updates all in one easy to access location.

There should be access to communication and collaboration tools that make it easy to see what is happening across the organization both professionally and socially. It should facilitate introductions to the new employee’s network of managers and colleagues.

Each new employee should be part of a collaboration team with other new employees, so they feel comfortable to reach out and ask questions and share experiences. They should also be assigned a ‘buddy’ who has been at the organization for some time and know their way around it.

Platforms can schedule regular informal meetings or check-ins with managers to discuss progress, goals and address any concerns.

New employees should be able to join discussions with other employees easily and quickly and enjoy a sense of inclusion although they are working remotely and have yet to meet colleagues in-person.

Due care and consideration need to be given to the onboarding process so not to alienate or disaffect new employees only to find that they leave the organization as quickly as they joined. This is not only a costly experience but also one that can have serious impact on organization brand and reputation.

10. Provisioning

Not only do organizations need to put in place policies and procedure for remote working but they also need to ensure that every employee has sufficient technology infrastructure to work across a hybrid environment.

Every organization will need a plan that puts people at the center and encompasses policy, physical space, and technology.

As the Microsoft 2021 Work Trend Index reported:

“Our research shows many people are still without the basic supplies and adequate internet connection to be successful working from home. Moving forward, companies will need to take more responsibility for employee home offices. This will be essential to making remote workers feel included — particularly for those who are early in career, and those with fewer resources.

Along with physical spaces, organizations need to invest in technology that enables people to fully participate from home, in the office, on the go, and from the manufacturing floor. This includes creating inclusive meeting experiences where everyone can contribute regardless of location.”

Summary

The choices employers make now will impact the organization’s ability to compete for the best talent and retain it.

This is not just about employees have mobile devices to work from anywhere. This is a fundamental mindset shift and a new operating model for the new era of work.

Organizations should approach this in an agile manner and be prepared to keep building new plans as circumstances change and lessons are learned.