When the epidemic started, it took a surprisingly short time for most workers to get acquainted with telecommuting. But a further return to the office shows that it is a little different. One of the most important goals in the minds of many business leaders is how to maintain the productivity dividend that has been so widespread. Employees with fewer interruptions և more control over their work environment have been postoperatively more effective in most cases.
But for the other IT, HR ղեկավար business executives I’ve talked to over the last few months, more attention is now being paid to how to bridge the divide. The division between those who go back and those who stay away. The concern is strategic how to maintain a clear culture of properly engaged employees. It is also tactical. How to ensure that a much more distributed workforce remains productive while being treated fairly.
One of the most recurring grievances I hear is the concern that many new hires have never been to an office or met their co-workers in the last few years. While this may in fact soon become obsolete, the reality is that even the world of advanced technology has not yet found a way to replace face-to-face contact with humans.
Until that happens, organizations և their employees must do everything they can to ensure a more decentralized model of working can maintain close teamwork. One that not only captures, retains the best employees, but fully engages and realizes their potential, wherever they are. The adversary may say that lower engagement and retention of remote workers is simply inevitable, but in my research it does not have to be that, it is certainly not a fair և model for the post-employment epidemic.
Putting long-distance office workers on an equal footing
The other approach is to do your best – it will never be perfect – to ensure that part-time employees are generally in the same position as office staff in terms of access, opportunities, and authority, who have easier access to common physical space. While it is easy to set this as a reasonable benchmark, it takes real effort to achieve it. However, I also believe that jobs that want to be attractive to the best talent will have a hard time doing so, hence the discussion of hybrid work begins in earnest.
At the core of the business function is to bring employees together to work together to achieve business goals. Collaboration is the key to how organizations can successfully achieve big goals or serve millions of customers. Over time, collaboration is increasingly supported և expanded by technology, first, by collapsing time և space, և to do many other things now.
But in hybrid organizations, which I will easily define as organizations that have a significant group of employees both in the office and remotely, collaboration becomes more segregated (virtual or office). Silos have long been a disaster for effective cooperation. “Hybrid work adds a big threshold between the two groups.” However, it is not really new, just one that is much more obvious than before.
So what’s the prescription for better: hybrid performance? How are we? bridge the division, creating equal access, usability և opportunity for both groups of employees. There are two ways to answer these questions. One is analytical, և it is certainly the place where most organizations will start in 2022. The second is to find out what organizations are actually doing to enable hybrid work that seeks to “fix what they do and then” incorporate it. directly into the experiences of their digital employees.
Turn mixed places into default collaborations
The short analytical answer to my research is that organizations can focus on one simple change to ensure more collaboration in a hybrid way. In particular, make sure that as much teamwork as possible և communication takes place in a mixed space (see diagram above), which means that it tries to seamlessly integrate individual spaces such as offices և meeting rooms with virtual ones, such as are. Increase calls or team meetings. The main thing is to make it as painless as possible without contact.
However, this is a fine bridge that allows. These are my many discussions about trying to connect with remote employees in the office, I was often moved by the stories of trying to do it, where a virtual meeting was organized for everyone, but at one end of the spectrum. The sound of the courtroom could not be heard. Or each individual participant was required to make a virtual call, generating countless responses during the virtual meeting.
The reality is that these early contact problems are more the inevitable result of the baby’s initial steps, growing pains, insignificant flaws that should keep us from a better hybrid partnership. Technology will better bridge these audiences. Our hybrid work technique և cooperation behavior will also be improved. The important thing, even if it is sometimes rude in the short run, is to be fair to employees’s tasks, not to perpetuate or force (even involuntarily) divide them.
As I have been regularly advised in my conversations with the digital workplace by փորձ employee experience leaders from some of the world’s leading organizations. Businesses have discovered that many talented employees can now be found anywhere, especially remotely. And thanks to today’s practice of digital tools և collaboration, we now know that we can bring them to our organizations wherever they are as fully effective individuals. We can not only make them effective, but also help them become one of our best investors. But not by making them second-class citizens in the new hybrid working regime.
(It will not be bad for office workers who will now be able to work much more effectively with the rest of the workforce.)
Discovering the best approaches to hybrid work
The second way is to actively look for the best new ways to progress in hybrid work, which will inevitably reveal many wonderful new techniques, technologies և, we hope, real progress. on when they find their way through the trend. To that end, next year I will be reviewing my advisory board, which consists of the best digital job teams from around the world, to find out what works and what does not. As always, open cooperation allows us to learn deeply from each other, that’s the goal here.
After all, switching to hybrid work is a great one-time opportunity transform our workplaces. This is something we can not be sure we will get again in the long run. Our organizations will undergo one of the biggest changes in the coming year (same since the early days of the epidemic) as some employees return to the office and the rest of us figure out how to work with them effectively. I hope you will help me to master and share this knowledge.
Note:If you would like to participate in a survey of my new hybrid work as an organization և Agree to an anonymous inquiry, please send a request for inclusion. here:. You will receive early returns on the data. Your privacy is guaranteed. I will publish the results here and elsewhere.
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