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Hybrid working has become the norm in the corporate world, and you're not sure what to think? In this article, we take stock of preconceived ideas about hybrid working, and offer some tips on how to limit the risks.Organization and communication are essential within your teams. With a little anticipation, support and the right actions, hybrid working will transform your company and your employees. But for this to happen, employees need to be part of the process.
Hybrid working: a threat to corporate culture?
Communication is essential for human beings.
Indeed, this is what Aristotle confirms in Nicomachean Ethics "Man is a sociable being; nature made him to live with his fellows".
Team cohesion is therefore essential, and can sometimes be more difficult to maintain when certain employees are at a distance. Corporate culture is built on a number of levers: informal times, team building and opinion-forming . For example, at Gitlab, one of the first companies to adopt 100% telecommuting, employees regularly organize "breakout calls", i.e. informal meetings with their team to talk about anything but work. The company also offers to organize virtual cafés with people from the company you don't know, thanks to theDonut application. Find out more about the company's actions here.
All you have to do is identify the needs of your employees, and organize a brainstorming session with your teams to discuss the subject. The choices are vast: sports activities, afterworks, success celebrations, etc. In this way, you'll limit exclusion and feelings of social isolation by developing a genuine sense of well-being. Indeed, according to a 2019 Buffer report, 19% of employees working remotely report this as their number one problem. According to a 2020 Igloo study, almost 60% of teleworkers say they don't have certain information because it was communicated in person. What's more, 55% report being excluded from meetings because they are not physically present.
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Employees face the threat of teleworking
It's important to involve employees in this organizational shift. To make them aware of the risks of telecommuting, organize time to share uncertainties about this change. You can also set up training courses, involve health professionals or provide practical information sheets. For change to be effective, employees must be at the heart of the process, and involved at their level. By actively listening to their needs, you can enhance social ties and promote the integration of new arrivals.
Psychosocial risks can be part and parcel of a teleworking policy. These are real obstacles to employeefulfillment, so psychological support is sometimes necessary. At the same time, collective surveys or individual feedback points are ideal for regularly "taking the temperature" on the employees' side, via managers for example, in order to readjust management if necessary. Generally speaking, it's important to allow a certain degree of autonomy and to create a relationship of trust with teleworkers, in order to encourage productivity and creativity.
Perpetuating hybrid work: a framework to limit risks
Internal company rules or "codes" are essential to keep employees focused and motivated. For this reason, management must supervise employees, notably through telecommuting agreements. In this case, employees are entitled to a certain number of teleworking days, and must restrict themselves to them. According to the Malakoff Humanis teleworking barometer of 2022, 82% of employees (who are eligible to telework) wish to adopt this way of working, and 63% of managers think it will continue to develop.
Managers are also there to regulate the risk of outbursts. They need to be trained. Alongside the telecommuting charter, the company can offer interactive written guides to good telecommuting practices. After all, telecommuting has been a blessing for employees, but some are finding it difficult to establish new points of reference at home.
As a result, these little tools can be real helpers for employees. Corporate social networks and internal communications are real vectors for disseminating information, and fostering a sense ofbelonging to the company, even from a distance. In conclusion, all these actions are directly linked to the well-being of employees wherever they work. Adaptability and flexibility are key adjectives for a viable company in today's world.
Managing the dangers of teleworking: the importance of HR and managers
According to the second survey published in March 2022 by theFrench National Association of Human Resources Managers (ANDRH), more than three out of four HR managers say that "offering hybrid work is important, even essential" to make the company attractive and retain employees. 93% of those surveyed claim that this flexible working style is changing the role of management. Management has to adapt to the new working methods. As a result, managers and HR staff need to be involved and inventive. They play a crucial role in motivating employees and creating meaning within the organization. They help limit the risks of employee disengagement or demotivation. Agility and flexibility are the key to creating a reliable, sustainable organization .
This means that managers need to be able to change their role, and not just be leaders, but also coaches. It's even common to questionthe word management, which no longer defines today's companies. Managers also have the task of regulating distance and face-to-face interaction. Young professionals find the job complex and unattractive as a way to enter the professional world. The job needs to be upgraded, in view of the ever-increasing responsibilities of managers.
HR, for its part, leads the transition of change and sets an example. Their role is therefore central. In particular, they support management. This increases their workload, but when done well, they can become leaders of change. Hybrid working should become the norm and stabilize by 2025. Around 2 days a week teleworking on average: this is the conviction of 46% of HR directors questioned in February 2022 for the ANDRH survey.
Risks worth taking
In conclusion, the risks of telecommuting are there, but as with any change, you have to take them... So it's important that you make your own experience of hybrid working. There will always be time to readjust your organization, and your employees will understand this anyway. To err is human- it's the only way to improve. Support during this transition will provide you with the best advice on how to design your premises accordingly and understand occupancy trends. You can also opt for redevelopment(operated, non-attached offices) or change of location(coworking or smaller offices).
So let yourself be tempted by new ways of working to develop productivity, creativity, investment, trust and autonomy in your company. You'll find all the benefits of hybrid working here. You can also consult one of our case studies, RSM, a specialist in auditing, tax and accounting, which has implemented flexible working within its organization..
