“Hybrid” – Something of mixed origin or composition, having two kinds
of components that produce the same or similar results. wordnik.com
While on a virtual leadership meeting with a client the other day, the subject of working in hybrid mode came up. I had to join via a log-in page like the one picture above.
While doing so, two things struck me: 1) I am not a robot and 2) Please remember me.
The hybrid workplace model helps to retain employees by providing them with flexibility. It is necessary to compete for talent today. And for other reasons that are readily apparent, the hybrid work model is here to stay.
Before we get into business case reasons, let’s talk about the “I’m not a robot and Remember Me” parts. How do we retain culture and esprit de corp with a ‘semi-distributed’ workforce? What management attitudes need to shift to best capitalize on new market conditions?
It wasn’t that long ago on-line degrees were seen as somewhat of a step-child vs those obtained 100% on-site. How that perception has changed in the last 20 years! And I suspect in another 20 years from now, technology changes may provide an even more ‘virtual reality.’
Which hybrid configuration works best depends upon your business. Many technology companies have been in virtual/hybrid mode for years. Others are just now getting up to speed out of necessity.
Types of Hybrid Work Structures
- Asynchronous remote hybrid model (Maximum flexibility)
Employees are able to choose their working location and hours based on priorities for the day. They might need to spend time focusing on a particular deliverable and choose to work from home or in a conveniently located bistro. If they need to do something specialized that requires meeting with staff or management, they can opt for being on-site. Many technology companies are using this model to offer its employees the option to choose where they work on a particular day.
- Synchronous remote hybrid model
If more predictability is needed, set days and times can be established where employees are allowed to work remotely or go into the office. Set days and times for being the in the virtual work rooms may also be established. An organization might allow everyone to work from home on pre-determined days each week or specific days of the week like Mondays and Wednesdays.
Being on-site can increase in-person collaboration, maintain cultural expectations, and foster team building. Employees may need to schedule personal business on certain days of the week and this model can provide flexibility that is very well received.
- On-site first model
Employees are always expected to be on-site first but have the flexibility to choose 1-2 days per week to work remotely. They must commit to a schedule and at time orchestrate their own back up if unexpected situations arise. As in synchronous remote above, this provides some ability for a working forecast for the capacity of the office on a given day. This is a retention tool, people pleaser that allows for some flexibility and individual choice. It helps maintain culture and a sense of community. Some major technology firms have already implemented this model where employees work in the office three days a week but have the option of choosing two days to work remotely.
- Remote first model
In this model, employees work remotely most of the time with occasional visits to designated offices. They may be required to be on-site for specific training, collaboration, or team building.
Executive search firms employ this model but understand the importance of making meaning eye contact at quarterly or semi-annual ‘all hands’ meetings to help maintain the culture and a sense of community. This model may increase productivity and employee satisfaction because of how much the employee values the flexibility.
Business case reasons for Hybrid model
Real-Estate Cost Optimization – The hybrid model provides the ability to reduce costs by reducing or eliminating office space. Suncorp recently estimated that they save $10k for each home-based employee and that real-estate costs typically account for 5-20% of a company’s total budget.
In a study by PWC, 31% of executives anticipate the need for less space as the number of remote workers increases. It is also noted that the least experienced workers need the office the most. Respondents with the least amount of professional experience (0-5 years) are more likely to want to be in the office more often. Thirty percent of them prefer being remote no more than one day a week vs. just 20% of all respondents. The least experienced workers are also more likely to feel less productive while working remotely (34% vs. 23%). They’re more likely to value meeting with managers or company training programs than their more experienced colleagues.
Employee Productivity Optimization – Permitting employees to work where they can be most productive can improve employee satisfaction without sacrificing company culture. Employees
can use the office to collaborate with team members more often id that is where they are maximized.
With employees travelling to a fixed office 2-3 days a week, commuting times and costs are drastically reduced. If they live in a big city like Chicago, LA, NY etc, this is huge. It also doesn’t hurt when the cost of gasoline in between $4-5 per gallon! As hybrid employees gain more control of their schedules, they may experience significant psychological benefits and combat commuting based job burn-out.
It Needs Work
HR, Recruiting, Hiring and Compensation Policies – Chances are that the file boxes full of HR policies are lagging behind the reconfiguration of the workplace. Concerted efforts are needed to audit and update policies based on today’s reality.
For example:
- Do the current job descriptions say, “mostly office”? What does that means?
- Are compensation rates based upon a specific locality?
- How have pay scales been modified for a remote worker in a larger or smaller market?
- Is attendance still relevant and how to account for it?
- How are new hires in a distributed model to be on-boarded?
- How will employee relations issues be handled? And by whom?
- How far in advance would employees need to plan to use company resources? (Hot desking)
- Does the performance management mechanism reflect the new work structure?
I am certain that there are many more questions that will surface as each of the hybrids models mature and we gain more experience with them. The last question is…who gets the corner office…and does it matter anymore?
