HYBRID WORK MODEL

The Millennials and Gen Z workforce is coming up, they are driving workplace design trends towards collaborative spaces. Millennials and Generation Z were raised in a technologically advanced world. Social Media has had a significant influence on how they work and what they expect from their...

The feeling of belongingness needs to be worked on harder to build among the employees. Build relationships on trust and try not to micromanage the work and increase frustration. It is extremely important that organisations take all of these concerns into consideration while implementing the hybrid...

Adopting a hybrid working method isn't just a simple binary choice of working from home or working in an office. There is much more to it than just location and enabling flexibility in where, when and how employees work.

Organisations should not overlook workers whose job responsibilities are not conducive to remote work. To avoid potentially disenfranchising these critical workers, consider options such as flextime, shift work, compressed workweeks, part-time schedules, and job-sharing options.

There is growing emphasis on people leadership skills in a hybrid work context and I believe that this will be a significant area of focus and investment for organisations. Hybrid work model is a continuing reality for the future.

Enterprise needs to realize that employees are not mere units of productivity. They deserve a humanized workplace relation and experience, where empathy is a core part of whole designing Hybrid Work Model transitioning from the total remote work from any location.

Collaboration and innovation cannot happen when we are stressed or overwhelmed or when we feel we are not trusted. How your work culture and environment can promote a sense of trust, autonomy, care, fairness, and respect is to be seen.

One of the major challenges of remote/hybrid work is that it's harder to build empathy with people when you're not physically with them. As such, remote employees may feel like their co-workers and managers aren't seeing their full selves or their full potential.

There are four dimensions that are important and need to be considered for the success of Hybrid working. I have termed it FAIR meaning Flexible culture, Alignment in Work processes, Role and Capabilities, Integration with fairness and Results and outcomes.

HR has to measure, both productivity and cultural impact on business. This is possible through a phased transition and feedback from both employee and their supervisors. Monthly Feedback through surveys and interviews will help understand the trend better.