COVID-19 has changed the way we work.
Even before the pandemic, the U.S. workforce increasingly relied on remote collaboration technologies like videoconferencing. The global crisis accelerated the adoption of these work tools and practices. By April 2020, about half of companies reported that more than 80% of their employees worked from home because of COVID-19.
That shift was made possible by decades of research into and development of technologies that support remote work, but not everyone uses them with the same ease.
What can we expect in a post-pandemic future? One thing stands out: Hybrid work arrangements – that is, employees who do some tasks in the office and others virtually – are clearly going to be a big part of the picture.
One survey from April 2021 shows 99% of human resources leaders expect employees to work in a hybrid arrangement in the future. Many have already begun.
The definition of “hybrid” varies among organizations. Some workers might be in the office a couple of days a week or every other day. Other businesses may require only occasional face-to-face time, perhaps once each quarter.
Hybrid … [will] be a big part of the picture.
Either way, research does show many companies fail in their implementation of a virtual workforce.
In-office work promotes structure and transparency, which may increase trust between management and workers. Developing an organizational culture happens naturally. Casual office conversations can lead to knowledge-sharing and collaborative problem-solving.
But if you look at different metrics, in-office work loses out to working from home. My recent research discovered remote workers report more productivity and enjoy working from home because of the flexibility, the ability to wear casual clothes and the shortened or nonexistent commute time. Remote work also saves money. There is a significant cost savings for office space.
Hybrid arrangements attempt to combine the best of both worlds.
It’s true that hybrid work faces many of the same obstacles of face-to-face work. Poor planning and communication, ineffective or unnecessary meetings and confusion about task responsibilities happen remotely, as well as in-person.
Perhaps the biggest issue when working at home: technology and security concerns. Home networks can be more vulnerable to cyberthreats. Remote workers are also more likely to share computers with someone else outside of their organization. Hybrid organizations must invest upfront to work through these complicated issues.
With hybrid work, managers cannot see the work taking place. That means they must measure performance based on outcomes with clear metrics rather than the traditional focus on employee behavior.
Another potential pitfall: Fault lines can develop within hybrid teams – that is, misunderstandings or miscommunication between those in the office and those at home.
Here are a few things to keep in mind while developing a hybrid model:
Meeting too often or with little purpose leads to fatigue and burnout. Not everyone needs to be at every meeting, yet finesse from management is required to make sure no one feels left out. And meeting-free days can help with productivity and allow employees uninterrupted time to focus on complex projects.
Listening to employees is critical to making sure the hybrid environment is working. Seeking feedback is important too. So is recognizing and rewarding employees with in-person or virtual kudos for their achievements. Performance incentives help develop a supportive culture that increases employee commitment.
Both managers and employees must be transparent in their communication and understanding of hybrid plans. Policies must be in place to define what tasks happen where. Access to reliable communications is essential. All employees must receive the same information at the same time, and in a timely manner. After all, whether in the office or online, workers don’t want to feel they’re the last to know.
Alanah Mitchell is associate professor and chair of information management and business analytics at Drake University. Distributed by The Associated Press.
