The pandemic forced organisations who had previously discouraged remote working, due to fear of a lack of productivity, to embrace it as the only viable option. Now, recent research has shown that remote working can actually increase productivity. The real downside has turned out to be the weakening, or even loss, of the unique human connections that employees would usually forge in the office. Now that things are opening up again, it seems likely that some organisations will soon return to full in-person working.
But the remote-work bell isn’t going to be un-rung, and the new working model looks to be a hybrid one, in which some employees may be working fully remotely, fully in-person, or a mixture of both. The challenge for organisations will therefore be to ensure that, no matter where their employees are working, a positive and supportive culture is maintained. Fortunately, there are several ways organisations can ensure that even a hybrid workplace remains ‘human’.
Social recognition
Companies who have made it through to the other side of the pandemic have their humans to thank. While business leaders may assume they can wait until everyone is back in the office before giving a formal “thank you” to their employees, this may leave out the indispensable employees that continue to work remotely.
In a hybrid working environment, it is even more important to ensure an effective social recognition strategy is maintained, as those who continue to work remotely may feel that their hard work is unseen and unappreciated. Organisations therefore need to recognise the different ways in which employees are going above and beyond in this specific work context. This may be an employee setting up a Zoom call alongside an in-person meeting to ensure that no-one misses out; or a hybrid-working employee adjusting their schedule to ensure they are in the office to align with urgent team deadlines. Whatever it may be, recognition is the key to employee happiness and retention. According to Workhuman research, when somebody receives more than five formal “thank you” moments in a year, their propensity to leave is cut in half, from about 15% to 7%.
Respecting employees as individuals
One of the main causes of a hybrid working future is that, naturally, different individuals have different preferences – especially after experiencing something as challenging as a global pandemic. Whilst one employee may be chomping at the bit to return to a full 5-day week in the office, another may wish to continue working fully remotely due to the extra time it affords them to spend with their family. Disability advocates also promoted the benefits of remote-work long before the pandemic.
Other employees may wish to come to the office once or twice a week, for example for key meetings or collaborating with colleagues, and otherwise continue remotely. It is important to note that, as humans, employees may also change their minds about this! In order to succeed in this new age of hybrid work, the most effective thing organisations can do is allow their employees the flexibility to work in the way that best suits them.
This in itself requires employers to constantly listen to and engage with their employees, in order to best understand their needs.
Open and frequent communication
In a hybrid-working environment, it is even more important than usual for there to be open, accessible, and inclusive communication channels within an organisation – not only so that employees know what is expected of them, but also so that employers can understand how their employees are coping in these unprecedented circumstances. In a hybrid workplace, this means ensuring that communication is just as accessible remotely as in-person. For example, organisations should ensure that all their employees, regardless of location, have equal access to the appropriate equipment and technology in order to best facilitate clear and easy communication.
Organisations should also look to implement more frequent communications. Workhuman research shows that frequent check-ins with a line-manager directly correlates with higher employee engagement. Frequent check-ins also promote a sense of trust and transparency, and employees that trust their organisations report experiencing 74% less stress and 50% higher productivity, and 40% lower rates of burnout. Furthermore, ensuring there is an online method available for this means that remote-working employees are not left out, and encourages open communication and feedback between employees working in different locations.
Celebrating the little things
A company culture that celebrates its employees’ life events, milestones, and group achievements is sure to foster strong human connections within the workplace. In a hybrid workplace, it is even more important that these social ties are upheld, so that employees continue to feel connected both to each other and to their company. According to a recent SHRM/Workhuman recognition report, when employees are very/somewhat satisfied with the celebration of events, they are nearly 2x as likely to agree their company is a good place to work, and the organization is 95% more likely to have won awards for its culture. In order to strengthen this culture of celebration, especially to accommodate for employees that are working remotely, organisations should encourage celebrating small as well as big wins. This will further foster a culture of positivity and mutual gratitude, and therefore ensure employees continue to feel valued and connected to their colleagues.
By utilising these human-centric approaches, companies will be sure to maintain a positive, connected, and engaged workplace. This strengthened culture will hold out even through this tumultuous transition period, with the advent of hybrid working and all the challenges this brings.
