Hybrid working is a clash of cultures not simply the new norm
Covid-19 is changing our world. Like huge disruptions of the past such as natural disasters and war, the economy and working practices that emerge from 2020-21 will be different. While many sight business, health and financial reasons for shifts, the truth is that we have seen an acceleration of a cultural shift that was already underway.
This shift is the driver behind our changing social, shopping, leisure and working lives; it is driven by the desires of the next generation and how senior managers and businesses adapt to it over the next few years and it will be key in identifying those companies that succeed and those who get left behind.
As things currently stand the majority of businesses up and down the land are closed or working with skeleton crews in the office and the majority of staff at home, a combination of furlough and collaboration between companies and staff are keeping things on a level keel for the moment.
However, all this is about to change as the stay-at-home directive lapses and companies assess their requirements, and here, to an extent, the battle lines are being drawn.
The top brass want staff back in the office; after all they have paid for unused space during the pandemic and they want to see it utilised. They also want to see and appraise what has become of their workforce and believe they can only do this face to face.
On the other hand, employees have enjoyed the benefits of home working and given most firms workforces have an average age below 35, who are tech savvy, with a desire to do more with their lives than just climb a career ladder, a hybrid working model suits them.
For all businesses, attracting and retaining the best talent is an enormous part of their success. Benefits schemes and flexible working have played a huge role in achieving those goals. Now however, more than ever, businesses face going even further in adapting their culture/working practices to ensure this continued success.
According to the Society for Human Resource Management 35% of firms do not currently have a firm reopening plan, however, 68% of employers want workers in the office at least three days per week, when it is safe to do so. Of those questioned only 22% of organisations said returning to the office was a priority.
So, what we face is a cultural clash between the work mindsets of management and the aspirational youngsters they hope to groom to for success. The newer tech companies such as Facebook and Slack have committed to a permanent remote model; this suits their culture and predominantly young workforce. However, most employers are looking for solutions that strike a balance between remote and in-person work.
The impact of staff and employees around this balance is huge; the thought process around choosing a job or staying in position, used to revolve predominantly around salary and benefits, other than this nearly all of the firms in your sector were similar, with an office based nine to five culture.
Moving forward the culture around hybrid working will form a massive part of the decision-making process and matching individuals to the right company may lead to many hiring failures or high staff turnover in the short term (with associated costs) as people or the firm realise they just don’t like the fit.
This leads again to the question of culture for both the employee and the employer, we have listed 5 key questions to consider from both sides of the equation:
1. Are you confident that you can achieve all that is expected of you with limited support and management?
This is a key question for both the individual and the firm. If staff believe they can achieve and are trusted to do so, then they will act responsibly. For the firm, setting and measuring targets around productivity and time will be critical to developing a model that both sides can trust.
2. Do you enjoy being part of a team and bouncing ideas around?
A big part of any company is teamwork and video conferencing can only go so far; it suits certain industries more, but all companies need an element of collaborative working. Get the balance right to ensure all staff feel valued and included without dragging them to events and unnecessary meetings.
3. Is the creative process important in your role/business and how is this best achieved?
Creativity isn’t just confined to a specific sector; the modern business community thrives on creative solutions to complex problems. Perhaps stay at home thinkers will innovate or the bustling office environment can drive the best for the team. Business leaders need to look back and determine what has worked historically and understand how to harness the creativity. From the employee’s perspective they need to believe that their contributions are valued and as such need to appreciate that time spent in the office may come with the territory.
4. How much autonomy/responsibility do you feel comfortable taking on/giving out?
Not everyone wants to be their own boss, some people love and thrive on a structure, take away this crutch and they become rudderless drifting through work. Hybrid working models need to reflect the personalities and cultures across the company. It maybe that the personnel mix in place going into lockdown, is not the mix required now.
5. What makes great business people?
Well, it certainly isn’t the office they sit in. Put the right person in the right culture and they will thrive. Supporting nurturing and growing talent ensures continued success. This will mark out a business as a great place to work, and more than likely a highly successful company.
Remember, people make companies. Find the hybrid working model that works for you, whether your are a director or a job seeker, the culture of the workplace is now a key factor in your decisions.
