The mixed work model will likely be commonplace throughout 2022 and well into the future, so we may as well get used to it and learn to do it well. Consider these suggestions to help you create a great mixed-team work approach.
COVID brought on the full-hybrid work model, and as long as it continues to work well, it will likely be the work model forever. Teams will experience growing pains until hybrid work can work out the kinks and become the norm. While no one technique works for all individuals, positions, or projects — consider these suggestions. Creating a productivity schedule is crucial.
Develop the hybrid work model with your company.
There is no one-size-fits-all hybrid work paradigm; it must match your organization’s culture and personnel. The key to success is co-creating that model with your team and providing communication avenues and expectations.
Avoid making top-down judgments with your hybrid worker without consulting a few team members. All decisions, no matter how small, immediately affect your employees. Ask about employee preferences and attempt to fulfill them. Take time to listen to individual needs so that discontent and anger don’t erode your culture and morale.
Agree on the office’s role in the hybrid environment.
Consider which structures work best for your team. Take care of your workers, and they will care for your consumers. Popular hybrid work arrangements include remote-first with office days or office-first with remote days. Some firms only meet in person once a month — but your very individual business needs will have to dictate many of your decisions.
Agree on the office’s role in the hybrid environment. Is it to encourage cooperation or relationships? Collect everyone’s ideas and don’t simply go back to work because that’s what you used to do. Alternatives to your enormous, unoccupied workplace may also benefit your yearly budget.
2. Trust your staff
Let people work in ways that make them happy and productive.
Set goals and deadlines for your team instead of time monitoring. It’s challenging to be productive and present when working remotely. However, measures should not be considered a punishment but a tool to help personnel achieve their objectives.
Most employees don’t work the eight hours they’re at the office because they have spontaneous meetings and strong connections with coworkers. Consider: managers should ignore time as a productivity indicator and trust staff to accomplish their jobs well. Time as an indicator is a sign that the objectives are too simple and that the workers are distant since they don’t need to cooperate as much or “look busy.”
Otherwise, you risk the “watermelon effect” — excellent “green” performance, but a significant chunk of red underneath the surface, representing an awful employee experience. Employees may address issues with coworkers rather than management at the (virtual) water cooler.
3. Meetings: rethink
Don’t be a victim of your success.
We need to discover new working methods to not spend all our time in meetings and our weekends and nights on “serious work.” So we need more asynchronous work.
Adopt a facilitator’s approach to developing new working ways — concentrate on understanding human interactions and structuring work to fit them best.
Asking check-in and check-out questions helps to keep meetings sociable. Having off-topic talks and connecting with people is vital.
4. Foster connections and interactions
Consider alternatives like walk & talks, virtual coworking, music quizzes, open office hours, and buddy systems.
During their initial weeks or months at the organization, a “work buddy” meets with new workers one-on-one to facilitate a seamless transition.
This allows for knowledge exchange and learning even while working remotely. Younger workers who rely on senior staff for information appreciate this exchange.
Encourage your staff to plan walking meetings or catch-ups with one other. Walk & Talks help you exercise and interact with others. Plus, they help alleviate our collective Zoom fatigue.
Leaders and workers may add open (virtual) office hours to their calendars or status bars to encourage more spontaneous talks. During specific time windows, anybody may phone that individual to bounce ideas off, discuss a problem, or check in.
Virtual coworking allows people to work together yet on their projects. A group video conference is great for collaborating on separate tasks. People feel more accountable and productive when cameras and microphones are on.
Having the appropriate tools helps to facilitate teamwork.
There will be an issue with your team when you introduce information or tools that:
a) team doesn’t grasp the purpose of and
b) tool doesn’t enhance the team workflows or productivity.
Also, the tools must easily integrate synchronous and asynchronous operations. Tools and admin for their own sake are harmful, so giving people the correct tools and listening to their comments goes a long way. If tools aren’t helpful after a long test period, destroy them. Don’t utilize them because it’s tradition.
Teams in hybrid mode
Balance is essential since individuals have varying amounts of energy while socializing. You don’t want your staff exhausted or lonely. Using these suggestions might assist your employees in shifting to the hybrid model in a manner that seems so natural you’ll soon be calling it work.
Image Credit: Fox; Pexels; Thank you!