The hybrid work model is here to stay, and how companies shape their new work models in early 2022 will have a long-term impact on the workforce structure. It’s becoming evident that for larger organizations, the best practical strategy is a hybrid of remote and in-person structures that emphasize high engagement, connection, and collaboration.
For the first quarter of 2022, business leaders should strive to create a work environment that is beneficial to both those who work in the office and those who work remotely, while acknowledging that the two experiences will never be identical. The office structure 2.0 must also handle the pandemic’s side effects, such as video meeting weariness and a sense of being cut off from co-workers.
It takes planning to build a successful hybrid workforce, but following resolutions can help ensure that leaders are on the right track.
Also Read: Top Five hidden benefits of hybrid work
Working synchronously or asynchronously
Both synchronous and asynchronous work paradigms have advantages and disadvantages. Working asynchronously gives teams a lot of freedom and allows leaders to hire people from all around the world. It can, however, result in feelings of isolation and a continually disrupted workflow. Although synchronized teams are more efficient, maintaining consistent hours does not provide the freedom that many job seekers want after nearly two years of non-traditional work.
Leaders who are considering adopting a totally asynchronous model should keep in mind that they may already be halfway there. They have most likely already incorporated asynchronous communication tools into their daily lives. However, since their teams are used to working asynchronously, they must be deliberate in organizing those rare but critical face-to-face meetings to get the most out of their time together.
A robust virtual infrastructure
An exceptional suite of virtual tools is useless if teams don’t know how to leverage it or have to make guesses about proper tech etiquette. If executives choose to commit to remote work, they should do so fully to ensure that working from remotely or in the office is as frictionless as possible.
Leaders may not need to add any additional tools to their hybrid workflow, but they should make the most of what they already have.
They could take it a step further and set clear expectations for their hybrid teams. If questions and answers that would have been evident in a traditional work environment are not clarified, it might lead breakdowns in productivity. Leaders should instruct their employees, both new and old, on how to use hybrid tools in a way that is beneficial to the company.
Organizing an out-of-office event
With many employees facing burnout, getting out of the office merely for fun can provide a much-needed relief from daily tasks. However, knowing when it’s the proper moment to schedule a business outing is crucial.
If teams are already pushed to breaking point attempting to meet deadlines, an afternoon off dedicated to team bonding may cause more tension. Before scheduling time off, leaders should try to ensure that their teams’ everyday requirements are met. Finally, they should be receptive to input and respond to issues as they arise.