Forfatter: Sara Hoyer Kragelund

 

Kategori: Hybrid ledelse

Læsetid: 8 minutter

Sprog: Engelsk

Senest opdateret: 11-01-2023

 

This report is written in cooperation with our sister company Synthetron. Click on the logo to learn more.

What will it take for organizations to thrive
as hybrid workplaces?


This is the question that business people from across the world
discussed on June 24th and September 9th, 2021. They opened their computers and logged on to an online dialogue platform to create actionable insights together. Insights that you can use to create the best hybrid workplace for you, your employees and colleagues, now and in the future.

More than 90% of the participants were optimistic that organizations will be able to thrive in a hybrid model. In analyzing the two online dialogues, a clear pattern emerged of four main action areas to stimulate thriving hybrid organizations. On the following pages, we will explore these action areas in-depth and give practical and concrete examples of how organizations can implement them. Every piece of advice and information in this document is the result of the wisdom of the crowd – “Crowdsourcing”.

Hybrid work

We use the term “hybrid work” to describe a workplace with employees who have the opportunity to work either in the office or remotely.

What will it take

 ” WORK  IS CHANGING ALREADY FOR SOME TIME. COVID GIVES US A GREAT OPPORTUNITY TO REDEFINE WORK AND THE WAY WE ORGANIZE. A LOT OF QUESTIONS ARE ABOUT DOING THE SAME WORK ( MEETINGS, ALLOCATING WORK, ETCETERA) IN A VIRTUAL WAY. THE OPPORTUNITY  IS TO CHANGE THAT OLD WAY OF WORKING. COVID IS ANACCELERATOR.

– P A R T I C I P A N T

1. New ways and methods of working.

By adopting simple habits such as daily check-ins and check-outs, organizing team events, creating online social connecting moments,…

2. New (soft) skills to learn.

Soft skills have become increasingly important in the workplace, but with the shift towards hybrid organizations, they became critical. Emphasis should be put on developing competencies such as
facilitation skills, coaching skills, listening skills, and new
management styles.

3. New organization rules.

There is an acute need for redesigning and, above all, clarifying the rules in this new type of organization. New rules around performance, presence and working times are needed more than
ever.

4. New organization culture.

By creating an organizational culture where innovation, co-creation, and empowerment are at the core of everything we do and where deep work on trust and trusting your employees is needed.

1. New ways and methods of working.

The consensus of the dialogues is that leaders will need to focus on both hardwiring and soft-wiring their organizations for a successful hybrid transition. One of the hardwiring actions that needs to take place is adopting new ways and methods of working with teams. Defining a new role for the office and determining clear rules with every individual in mind appears to be essential. People now want not only more efficient work but also a more personalized way of working. Our participants agreed on a few methods that can bring about a new way of working. However, the most important aspect appeared to be the ability of the organization to create a new type of informal gatherings to encourage the social contacts in a hybrid organization.

ADOPT NEW HABITS AND METHODS

  • Find new informal gatherings, social contact enablers 67% 67%
  • Check in/out, cameras on, monthly team dinners… 36% 36%
  • New office role, place and presence 19% 19%
  • New way of working 11% 11%

2. New (soft) skills to learn.

Soft skills have increasingly taken on importance in the past decades, but, with a shift towards more hybrid organizations, soft skills have become an essential requirement for an organization to thrive. When asking about the specific skills that managers and leaders need to develop, it was clear that we are no longer in a “command and control” paradigm. Continuous learning and training on new ways of working as well as innovation skills are crucial for all employees. Managers and team leaders need to learn how to listen, co-create and facilitate sessions, both online and offline. A new management style geared towards coaching and empowering employees seems to be what will make organizations thrive in hybrid.

DEVELOP SPECIFIC SKILLS

  • Learning 49% 49%
  • Listening 44% 44%
  • New management style 36% 36%
  • Coaching 25% 25%
  • Innovation skills 22% 22%
  • Empathy 17% 17%
  • Facilitation skills 12% 12%
  • Co-creating skills 10% 10%

 3. New organizations rules.

Rules need to be redefined. Tools need to be adapted. Clarity and transparency on those new rules and processes is key for employee acceptance and onboarding. What also stood out in our analysis is the demand of employees for a differentiated policy. Organizations who want to thrive in hybrid will need to adapt and give more choices and more independence to their employees to opt for different working styles and schedules, while making it very clear what the expectations are for everyone, what the new rules of the office are, etc.

REDESIGN ORGANIZATION RULES

  • Clarity on performance & direction 58% 58%
  • Adapt and provide the right tools 53% 53%
  • Adapt work flows with clear communication channels 41% 41%
  • Differentiated and fair policies 35% 35%
  • Clarity on frameworks, new rules, decision process, office rules,… 23% 23%
  • Rules that promote innovation 14% 14%
  • It is HR’s role to lead this change 12% 12%
  • Monitor well-being 8% 8%

4. New organization culture.

A last area where soft-wiring of the organization is needed is in a renewed organization culture.
A thriving hybrid organization is a place where
collaboration and co-creation are core values and where every employee feels empowered by and engaged in their work.
Management needs to learn how to trust their
employees. This is an important condition for a
thriving hybrid organization, but it cannot happen
unless it’s part of the culture of the organization. Establishing a trust-based relationship and believing that your employees don’t need to be controlled in a physical office environment to be productive is essential to a hybrid organization.

RENEW THE ORGANIZATION’S CULTURE

  • Co-creating and Collaborative 76% 76%
  • Empowering and trusting 43% 43%

Conclusion
Our two international dialogues on “Managing a thriving
hybrid organization” took place at a crucial moment for organizations worldwide. The crisis that organizations had to face in 2020-2021 forced us to re-imagine the future of work. And it is now very clear that a hybrid organization model is being adopted by many. We wanted to keep the conversation open and provide a space for managers to discuss what they see are essential changes and adaptations needed for their organizations to thrive. Four main areas of action were apparent. On the hardwiring side, a redesign of clear organization rules is needed as well as the development of new ways and methods of working. On the soft-wiring side, organizations will need to redesign their culture and, as we’ve seen, co-creation with all employees is necessary for this step. In addition, new soft skills will need to be developed in the successful manager of a hybrid organization team.

Methodology

Our online dialogue platform places participants into overlapping small virtual groups to allow the anonymous sharing and evaluation of ideas in writing. The process involves a real-time moderated conversation, in this case two 45 minutes sessions in June and September 2021. In the conversations, participants make statements, and these are marked by others in terms of level of agreement or disagreement. Strongly supported ideas move on to be evaluated by more participants. The result is qualitative insights on a quantitative scale. You get a picture of where participants agree and disagree, where there are tension areas, statistics about the levels of agreement and a transcript of the discussions which can be analyzed in depth.

Want to know more?

If you want the full data from the online conversations or a personal walk-through of the report, we would be more than happy to have a virtual cup of coffee with you. Also, if you have questions about the platform and our methodology, do not hesitate to reach out.