Michael is a human resource consultant with Insperity. He specializes in team building, employee engagement and performance improvement.
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American business owners are setting into motion plans to return to the workplace as vaccinations continue and restrictions ease. While some companies have made the permanent shift to a fully remote workforce, many others are implementing a hybrid model. However, there is no one-size-fits-all solution, and owners must carefully consider several factors before deciding their path forward.
According to the 2019 National Compensation Survey from the federal Bureau of Labor Statistics, cited in an article by the Pew Research Center, a meager 7% of workers had access to flexible or remote working before the pandemic. Although attitudes on remote work have shifted due to the sudden adoption of working from home, the urge to return to offices and go back to a more traditional work environment will be undeniable for some leaders.
Deciding on the future structure of the workplace is no simple feat, and the process requires careful planning and deliberation. For business owners to develop a plan that works for their situation, they need to consider the following:
Employee roles and situations.
Remote working is not for all employees. Some roles lend themselves to more in-person work as many workers prefer the productivity of the office. Individual attitudes, situations and overall morale should be considered when devising a back-to-the-workplace strategy.
Leaders may want to consider mandating in-person work for certain teams that need a collaborative environment to thrive, such as sales or marketing. Other departments or employees who are happy and productive at home may be willing to stay remote or transition to a hybrid model.
Evaluating the entire workforce's individual and collective needs can help businesses understand what solution fits their unique situation.
Client and customer interactions.
Business leaders need to ensure their workplace plan not only works for their employees but also their clients. Some clients and customers would rather conduct business face-to-face, yet for others, online and phone interactions work well. Employers can benefit from looking back at how things were done pre-Covid-19 and how the lesson learned as the business adapted during the pandemic.
For example, a hybrid model may be an ideal setup for the sales team. Evaluating the sales process and any learnings from the pandemic can help companies pave the way forward.
Fair access to resources.
One element of the hybrid workplace that may not immediately come to mind for employers is fairness. When some employees are in the office and others are at home, there is the potential for imbalances in engagement, opportunities and access to resources. The onus is on leaders to create a workplace where all employees have comparable opportunities regardless of physical location.
Specific examples may include access to tangible items such as a reliable internet connection, technical support and ergonomic furniture. However, leaders need to make a concerted effort to offer employees working from home the support and casual supervisor interactions that help workers feel like part of the team. Leaders who want to create a lasting hybrid workplace must position fairness as a central tenet.
A hybrid workplace can provide the ideal balance of flexibility and collaboration. In-person employees can collaborate with colleagues, strengthen relationships and solve group problems, while remote time allows for deep concentration on individual projects.
Whatever the business's unique solution involves, clear communication is essential to increase buy-in and ease uncertainty. Companies can make hybridity work for them if they meticulously plan and take a strategic, long-term approach.
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