Making hybrid working a success

Splitting working time between the office and home is becoming increasingly popular worldwide. However, the practical implementation is more complex than expected. It requires not only a profound cultural change and careful planning, but also a rethinking of both the digital and the physical workplace.

In December 2022, the UK government published a consultation on the introduction of flexible working models. This stipulates that the right to request flexible working hours should apply from the first day of work. The EU directive on improving work-life balance, which is intended to enable more flexible working conditions for employees, came into force in 2019 and had to be transposed into national law by the member states by August 2022. According to a McKinsey study, 58% of Americans have the opportunity to work from home at least one day a week and 87% of them take advantage of this opportunity.

The world of work is undergoing a profound transformation that poses significant challenges for companies. According to Gartner analyses, the three biggest obstacles to developing a hybrid working strategy are adapting the corporate culture to flexible working methods, training management in the management of hybrid teams and the further development of managers in order to successfully implement the modern workplace approach.

In addition, the workplace must be designed in such a way that both working in the office and from home functions smoothly. A continuous adaptation process is necessary, as technologies and working methods are constantly evolving.

Flexible working is no longer a temporary solution

Successful companies see hybrid working as a valuable opportunity rather than a disruption. They recognize new impetus in this way of working to foster a culture of togetherness and develop appropriate leadership skills. A key component is working closely with employees to help them recognize their own value and supporting teams to identify meaningful moments in face-to-face meetings.

Flexible working models offer a better work-life balance, increase employee satisfaction and motivation, open up access to a wider talent pool and potentially enable cost savings on office space. However, companies need to invest significant time and resources in well thought-out strategies and clear policies to maximize the benefits of hybrid working.

Getting it wrong can lead to a loss of staff, productivity and profit. Without an understanding of workforce development and the gaps that exist and the tools that may be missing, companies will lose their competitiveness in an increasingly challenging economic climate.

Redesigning the workplace

Although productivity remains a key concern for organizations adopting hybrid working, there are other important issues. These include establishing parity between office and remote working, enabling collaboration, providing a seamless user experience and maintaining workplace culture. There are also country-specific differences to overcome. In Japan, for example, the central office is seen as the place where work gets done. Small living spaces, as in Hong Kong, can also complicate the situation.

For this reason, companies need to get the right training and development for hybrid working practices as well as the latest technologies that fit both the processes and the people. This also includes defining and clarifying the roles and responsibilities of hybrid workers. This would allow them to coordinate their office hours. A Microsoft survey found that 50% of respondents in China, for example, organized their days at the office to make time for face-to-face meetings with colleagues.

Hybrid working is not just for knowledge workers. Gartner believes it’s time to create appropriate flexibility for manufacturing and healthcare workers. According to the Frontline Worker Experience Reinvented survey, 58% of organizations that employ remote workers have invested in improving the employee experience in the last year.

Every organization is unique when it comes to flexible working. According to Microsoft, every organization needs a people-centric strategy that incorporates policies, physical space and technology. Companies need to answer questions such as: Who needs to come into the office, when and why? How can employees collaborate effectively? The office space must form a stable bridge between the physical and digital worlds. Would generate one set of notifications while activity in the cloud (possibly from the same threat) creates another. The challenge of correlation means

Seize an exciting opportunity

There is one word that is essential to creating a successful hybrid workplace and that is strategy. Think virtual first and ensure that employees are involved in the process as they will be using the tools. In addition, organizations should not be afraid to adapt technologies and policies on the road to the digital workplace to achieve the best business and user outcomes. Nothing is immutable.

I look forward to your questions!

Frank Frommknecht

Key Account Consultant