By Umme Sutarwala - April 06, 2022 3 Mins Read
Every tried and tested strategy of working has been thrown into disarray over the previous 18 months, and most businesses are now using this as an opportunity to rethink their strategies and make long-term adjustments. Hybrid working arrangements seem to be one of the most preferred paths forward, although the intricacies are still being worked out.
The mixed workforce, according to studies, is here to stay. According to a recent poll by Apollo Technical, 44% of employees and 63% of high-revenue growth organizations choose a hybrid work schedule.
One thing is certain about the future workforce: hybrid work arrangements will be the standard for many companies and sectors, at least in the short term and potentially for much longer. There are valid reasons for many businesses and employees to be pleased about this combination of in-person and remote work, as well as good reasons for many to be concerned about the change.
Hybrid working, if handled clumsily, might result in a misalignment between those who work in the office and those who work remotely. Businesses must ensure that their hybrid working arrangement fosters both autonomy and cooperation, as this is one of the key draws of hybrids.
If companies are concerned that this would hinder cooperation, they should set aside specific days for in-office work and focus on collaboration on those days, while days, when everyone works remotely, are earmarked for more independent work that does not require (as much) in-person contact.
Achieving a balance between innovation and organizational agility is one of the problems in the move to hybrid work and managing remote workforces. Understanding how and where the current workforce is deployed, as well as ensuring that those employees are aware of the company’s strategy and objectives, is crucial.
Those companies who have implemented an enterprise-wide DevOps strategy may be in a better position to continue working quickly. Those that haven’t yet adopted the method may wish to do so since it allows for quick creation and refinement of capabilities, allowing agility in innovation.
Obtaining unanimity among corporate executives is no easy undertaking. The concept of sticking with a mixed work paradigm past its lockdown-forced need is inconceivable for some.
A blended workplace environment may always be anathema to individuals immersed in traditional office culture. Never mind that studies show that remote workers work 1.4 more days per month (16.8 more days per year) than their office counterparts.
Employees who choose to work full-time in the office by choice, habit, or personal distaste for WFH may find it simpler to doubt their hybrid work peers’ dedication. These emotions of animosity might be picked up by remote employees, adding to the feeling of alienation and dearth of cohesiveness among the on-site workforce.
Managers must learn to recognize everyone’s efforts equally to counteract any apparent prejudice against the hybrid work paradigm. Using different communication channels, creating clear goals, and properly delegating tasks may also help keep teams in harmony
By being more outspoken in team meetings, demanding better visibility in the decision-making processes, and asking for performance feedback outside of formal evaluations, members of the hybrid workforce can further encourage buy-in from their on-site leaders and colleagues.
Umme Sutarwala is a Global News Correspondent with OnDot Media. She is a media graduate with 2+ years of experience in content creation and management. Previously, she has worked with MNCs in the E-commerce and Finance domain
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