The Next-Gen Office Will Lean on Hybrid Workforce: Here’s How To Develop It

We have a chance to build a more purposeful next-generation office, and its core tenet will be a hybrid workforce. How will this new dynamic transform how the world works? Elizabeth Mye, global senior vice president, human resources, Intermedia, discusses it here.

The old paradigms of work and office are gone. After one of the most disruptive periods in generations, we aren’t going back to former workforce fundamentals. And we shouldn’t look back. Those models weren’t working. Employees felt dissatisfaction, turnover was rampant, and toxic cultures were abundant. We have a chance to build a more purposeful next-generation office, and its core tenet will be a hybrid workforce.

But what are the challenges and opportunities that lie ahead for organizations?

Defining a Hybrid Workforce

What does it mean to develop a hybrid workforce? Is it simply setting up a schedule to see who works from home and when? Do we divide people into A and B teams?

In my organization, we’re empowering employees to choose based on individual and team needs. It matters to workers to have such a voice. It’s clear they want autonomy. According to a PwC studyOpens a new window , 55% of employees want to work from home at least three days a week. Only 8% don’t want to work from home at all.

HR leaders are listening to this. A Gartner surveyOpens a new window found that 90% of HR leaders said their organizations would continue to allow remote work post-pandemic.

While there is consensus on flexibility, it doesn’t mean that fostering a hybrid workforce will be easy.

See More: Why AI Alone Will Not Solve Accessibility Issues

Your Culture Will Make or Break Your Hybrid Workforce

We’re proud to have a “work from wherever culture.” It’s not just about where our people sit; it’s them knowing we support and respect them. We prioritize serving our customers but recognize that employee satisfaction correlates to better outcomes. It’s important to be both customer- and employee-centric. Glassdoor did a studyOpens a new window on this, finding that every one-star improvement on a company’s rating on their platform leads to higher customer satisfaction scores.

There is a connection between supporting employees, wherever they are, and success. However, transitioning to remote and/or hybrid involves more. Your company needs to focus on both people and technology.

Humans Are Social Creatures

We used to work together and see each other. Sharing the same physical space makes it easy to sustain the social structure of the workplace. Humans need contact. We have to find a balance between what interactions or events would warrant in-person versus virtual. There’s no handbook for this. It’s something all leaders are figuring out, but we can’t ignore the social element of work.

Productivity in a Hybrid Workforce

Leaders are also struggling with determining if a hybrid workforce will jeopardize productivity. What we know from research is that remote work isn’t degrading productivity. The PwC survey noted that 52% of employers say productivity improved with prolonged work-from-home situations.

You can measure and get feedback on this. Use analytics on your communications tools or other software to gauge productivity. Send out pulse surveys to get responses from your staff, as well.

Staying Connected: Adapting to the Next Generation Office

Giving employees a choice about where they work influences their engagement. But as we navigate this new frontier, how can we stay connected?

Much of that comes down to the manager level. It’s about understanding what motivates workers. This is very personal. It requires empathy and a company culture that invests in its people. Staying connected in a virtual world is one part of technology, but it also requires a thoughtful approach to how to do it at the team and individual levels.

Technology Tools To Support During the Transition

So, what technology helps build the connection bridges?

Unified communications platforms are a must. They enable communication, no matter the place or the device. We appreciate team chat features, which allow us to address things quickly.

We can also get on a video chat with a click when we need to collaborate. It must be easy when we have video interviews, too. We don’t want candidates worried about connecting.

File sharing is critical, as well. Multiple people can work on a document in real-time. Whether that’s a new policy or a job description, we don’t want to pass it back and forth through email. That’s not productive and gets confusing.

An LMS (learning management system) or “house” for training and education is helpful. If you have this in one place, and everyone has access, it makes virtual onboarding less painful. It informs workers about our procedures, products, and more.

Integrating as many of these tools as possible makes everything more efficient. We’d rather spend our time building a strong culture, supporting employees, and recruiting new ones than being stuck doing manual work.

Rethinking Work With a Pilot Program

My team and I spent the time demystifying this new work structure, creating a hybrid workforce pilot program. Here are some of its pieces that might be helpful.

First, we assessed what would change regarding processes and communication. We also looked at how to meet client needs with remote teams. We had to be brutally honest about our weaknesses and shortcomings.

In looking at what would change, one example is hiring and recruiting. It looks much different now. We want the candidate’s experience to relay our culture, especially in a tight market.

We created a program called Candidate Ambassadors, and they reach out to individuals to check in. It’s not just hiring managers; it’s people from different roles.

Going All-in on Agile

Agility may have been the word of the year in 2020. Agile methodology isn’t just for development. It’s something we train on across the organization. Every department has standup meetings that keep objectives in focus. They are a safe place to talk about issues and needs.

Creating a Virtual Culture Club

We never thought our culture was just between four walls. It should resonate with people no matter where they are. One way we make this happen is through an employee engagement group that promotes wellness, both mental and physical. It’s there as a resource to help those struggling or feeling isolated.

We’re also doing fun stuff to stay connected with happy hours and games.

See More: Did Collaboration Interoperability Suddenly Become Cool?

Integrating Diversity and Inclusion Into a Hybrid Workforce

Another critical aspect of how we’re redefining work is by emphasizing diversity and inclusion. We started having diversity town halls. We invite panel guests and open it up to whoever wants to participate. People share stories about their work-life and struggles. It’s a place for vulnerability in a way that might not happen in a “traditional” workplace. So, we feel it’s important and valuable.

We also have the Women of Intermedia program, which meets monthly for professional development.

There is much effort involved. However, we’re going to get a return on it. We’re not just teaching them; we’re giving them a voice. That’s a powerful message.

The Next Generation Office Is Still Unknown

There are so many unknowns about what happens next. Continual pivoting and adapting to meet employee needs and achieve business objectives will be the path ahead. The most vital part of moving forward is listening to what your people need, giving them the right tools, staying connected, and investing in them. When you do these things, where people work has little impact on their success.

What steps have you taken to develop a workforce that spells success for your organization? Let us know on FacebookOpens a new window , TwitterOpens a new window , and LinkedInOpens a new window .

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