Hybrid working is largely unknown, there is no handbook, template, blueprint or reassuring Sat Nav. Most organisations are feeling their way and making the rules up as they go along. But not having a clear strategy won’t prove effective in the long-term. If businesses are striving to evolve, in line with the future of work, then they must account for the very real differences that exist within their workforce, so that they can create a successful, future-proof hybrid-working strategy.
Pre-pandemic, the average journey for a UK commuter was an hour. Not only has this added capabilities for a more diverse work/life balance, it’s given back precious hours to time-poor people. With rail ticket prices set to increase yet again, many have also noticed the monetary benefit on their bank accounts. Businesses too have saved money and can scale easier with previously unlocked funds. Working from home can also lead to employee retention benefits, as workers and potential hiring candidates embrace the prospect of having the option to work from home. Painting an even broader picture, there are added pros on a macro level, such as environmental sustainability given the reduction in transport use, which of course we know is particularly prescient at the minute. But it’s naive to believe that a clear-cut home working approach is the best possible solution for businesses. After all, there are two sides to every coin and research into the realities of remote working has reflected that for some, isolation has increased.
Business leaders may also face challenges when carrying out their leadership duties in a remote context. Clearly, managing teams remotely is not the same as doing it in person. For instance, duties such as monitoring team performance, nurturing workers and implementing company culture can be difficult, as it requires clearer, more defined communication, which is obviously harder to conduct remotely. Likewise, inadequate technology can create development barriers for remote workers, as transparency between colleagues may be affected. For those new to joining an organisation, this can prove troublesome as they may not gain the support they need or understand what is expected of them at a critical moment in their career. When considering these factors, it’s clear businesses shouldn’t be asking the question; “do we have a remote workforce, or do we mandate a full office return?”, but rather, “‘what hybrid strategy should we follow?”
With hybrid working comes the potential to create substantial gains for organisations and their internal teams, as it combines all the hallmarks that makes both office and home working great. But the strategy must be managed correctly, meaning that it’s tailored to individual, diverse characteristics, desires and needs. To do this, understanding the science behind a workforce will play a huge role in helping determine a firm’s hybrid working roadmap. It’s incredibly important for HR leaders not to assume that every person has the same degree of potential to succeed in a remote working environment. So, as a first port of call, organisations should harness psychometric assessments, as these tests can give insight into the behavioural patterns and preferences of their workforce. This has a particularly strong benefit for organisations when they consider introducing remote working options. This is because, while some people are fully able to manage themselves and their performance when they work independently, others can struggle with less clarity and oversight. The lessons of remote working demonstrate that there is no ‘right’ way to work and if workplaces want to maximise productivity, as well as overall wellbeing, there needs to be a range of working styles, to improve the effectiveness for all staff.
Having added clarity to allay individual fears and understand motivators, values and behavioural styles, the workforce can be divided into separate verticals and approaches altered in line with individual needs. While most people show all four of these behavioural patterns at times, an individual will display a preference for one or two in the workplace. This is because each person develops a behavioural style which places particular emphasis on certain postures and less emphasis on others. For instance, if an individual displays a preference for steadiness, then they are likely to prefer continuity in their work approach. Other behavioural techniques can also help explain the preferences of individuals. For example, personality traits can be measured, used as an indicator of performance and potential and explain the complex connections between thoughts, emotion and behaviour. They can also be used to predict and enhance the success of remote workers. The six main personality traits of any individual person include; conscientiousness, adjustment, curiosity, ambiguity acceptance, risk approach and competitiveness. Workers with higher levels of curiosity enjoy learning new things, such as new working environments and processes, while adjustment explains how people react to stressors and is rated as one of the most important traits for remote workers. By understanding what makes individual members of a workforce tick, HR leaders can implement the correct hybrid working policies to further maximise a positive working experience.
Having a clear understanding of an individual’s traits will also improve employee engagement, not only because it shows the employer cares about their working experience, but it also proves that the employer takes the health and wellbeing of their employees seriously. Creating this climate will, in turn, drive productivity, as a workforce that feels appreciated and loved will want to do the best they can for the organisation. A happy workforce always equals a happy business. Right now, it’s vital that businesses start to build for a better tomorrow. The future of work is here and firms that perform a shift towards a positive organisational culture that prioritises employee wellbeing by gaining an in-depth understanding of their workforce in line with the future of work, will not only enhance productivity, but also attract and retain the right talent.
Sign up for an Annual Platinum Subscription where you will receive the publication both in print and digitally for only £175 pa (£250 pa overseas)
12 x print & digital issues pa, All back issues, Invitations to our events
PLUS you will receive:
‘The GC Index®’ profile to measure your business impact worth £100, HR business book of the month, 25% of fee donated to the ‘Hope for Justice’.
We guarantee:
‘No paid for’ editorial, 56 pages each month, 75% / 25% editorial ratio, Topical features, interviews & case studies
