What are we doing? Are we transitioning to a hybrid work model? We have, what about you? Is remote work still continuing?

These have become popular questions in corporate life conversations recently. I don't have an answer to these questions because my work model is clear, but I listen carefully to the answers. In addition to these conversations, during my consultations and meetings related to an ongoing academic study, I have identified a ALARM for management and HR regarding the hybrid work model. It's an alarm that needs to be taken seriously.

Between March 2020 and March 2021, I gave training on "remote work psychology," "working efficiently from home," "remote management," and "leadership for remote workers," in short, WORKING FROM HOME. New workplaces became homes. Employees organized and even redesigned their homes, working environments, and lives according to their jobs. Since June, the word "home" in the training has been replaced by HYBRID. Let’s admit it, the reality and future of business life is hybrid. Of course, just accepting this is not enough. As with every change, the transition process to the hybrid work model also comes with challenges and stress.

When leaders say, "Let's go back," they don't get enough support from their teams. Some employees don't want to return to the office, they don’t feel ready, they are hesitant, scared, and they don't want to spend 2-3 hours a day in traffic or risk their health. Middle managers are oscillating between senior management, HR, their teams, and their preferences. Companies with a large number of employees are struggling with planning. Some companies are experimenting, some are planning a transition for October, and others are still uncertain.

The ALARM I am referring to here, which I think should be urgently addressed, is this: In the companies that are experimenting and planning a transition for October, the majority of employees are saying, "They WANT us to come back." I have only heard the phrases "We have SWITCHED to a hybrid work model" or "We are RETURNING to the office" from just 2 people. What stands out to me here is the language used. Only 2 people used the "WE" language. The majority used phrases like "they want us" or "they are calling us," which I interpret as an ALARM that should be carefully examined.

Why?

The sentences "They want us to come" or "They are calling us" suggest a situation of compulsion or obligation, outside of their discretion, control, or desire. The absence of the "we" language also evokes the concept of "us and them." If this is not understood as an alarm and not thought through, in the coming months, there is a high probability of encountering resistance, a decrease in productivity, dissatisfaction, dissatisfaction, cooperation, communication, and trust issues.

What should be done?

• Senior management, HR, and leaders involved in the process need to clarify the reasons for transitioning to the hybrid model, that is, the goals of returning to the office, and share them openly and clearly. Let’s put aside sentences like “We missed each other, it’s time for coffee, your desk is waiting for you.” One of the most difficult topics for managers has been control and communication. If the reason for the transition is perceived as "control," it will increase resistance and negative reactions. The fact that other companies in the industry are starting to transition should not be one of your reasons. Your reason should be to increase cooperation, happiness, coordination, productivity, etc. You can utilize statistics, research findings, storytelling, and case designs. Employees want to know the reasons for returning to the office, as they are giving up the flexibility and comfort of working from home.
• Defining hybrid work clearly is necessary. When employees talk about the workplace and work environment, how do they define it? For one year, we kept saying that our new workplace was our home. Now, what is the primary definition of the workplace—is it the office or is it home? The definition of the majority of employees is important. If it's the office, the transition to the hybrid model may be smoother. If it's home, you might need to adopt a different structure.
• Productivity, focus, performance, motivation... Returning to the office just to sit at a desk and look busy is not acceptable. This is not the ideal situation. The phenomenon of "presenteeism," or what I call "I'm actually busy syndrome" (click here to learn more), is not a situation we want. If employees cannot work efficiently, cannot maintain focus, or if there is reluctance, low morale, and motivation, being in the office has no meaning—it has negative effects. The model needs to be revised.
• Finally, you need to choose which type of hybrid work is suitable for your organization. Benchmarking is not enough. Every organization has different dynamics, and employee profiles vary. You should choose the appropriate hybrid arrangement based on your hybrid definition, employee preferences, and priority projects.

 

I’m curious about your thoughts and experiences, I look forward to hearing from you: info@nilmadi.com