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Hybrid working: Manager effectiveness in the changing workplace

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Why is this important for you?

Initially being in office was the primary space for working. The idea of working from home or a personal location was unusual, a special case, because of some ‘circumstances’ etc and most people and organisations were not quite comfortable with the idea of remote working.
Enter the pandemic. And overnight, remote working became the new normal.

Hybrid workplace models are three different types based on what the company adopts:

However, managers are not geared up to align, engage, motivate and retain people in their team in such a unique circumstance. Some of the challenges we are observing and should anticipate are as follows:

  • Misalignment between the employees in-office and those working remotely – this can occur when communication is limited and team members are new/unfamiliar with each other/the work.
  • Confusing Work culture – The daily workflows, team spirit and company culture are experienced much differently for employees who are mostly working in the office versus those mostly working from home. This is especially relevant for new employees who need to get onboarded because what makes a person successful in the organisation is hard to grasp.
  • Employee engagement challenges – historically, a large part of our efforts around engagement are in person – face to face conversations, team activities etc. When physically present employees walk up to each other, take breaks together, recognize when a joke is appropriate or there are a few minutes for chatting/catching up.
  • Reduced employee visibility – Due to part remote working, managers tend to focus more on those who are physically present, and less on the remote workforce. This situation creates an impact on the remote employee’s performance appraisal, career development and promotion. This is sharply contrasted with those employees who are physically at work – and the risk is that managers will inadvertently push plump assignments, critical deliverables to those who are physically present.

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So, what can you do about it?

Managers need tools and skills to lead people effectively in this new normal. They need to understand the challenges, apprehensions and changes that hybrid workplaces bring, how best to address them, adapt managerial oversight and related activities to a hybrid context, build a culture that transcends “where” the employee is etc.

An outline of the areas of focus and approach to upskilling managers is as follows:

Module / Topic

Orientation to Hybrid Work Environments and their intrapersonal challenges

Instructor-Led Interactive

Presentation

 

2 hours

Outline of the Module / Topic

Help managers understand the basics and nuances of hybrid work environments and the intra-person challenges that open up such as

  • Need for Support Channels

  • Flexible/Rigid Time Management

  • Expectations about work and communication

  • Managing concerns proactively

  • Managerial oversight in a virtual context – being effective

Module / Topic

Dealing with Interpersonal Challenges in a Hybrid Work Environment

Instructor-Led Interactive

Presentation

 

2 hours

Outline of the Module / Topic

  • Hybrid FOMO

  • Us v/s Them Dichotomy

  • Hosting Hybrid Meetings, reviews and supporting activity/task activity

  • Handling conflict effectively

  • Assessing feelings of exclusion and reducing distance bias

  • Encouraging more bonding between remote and in-office employees through different methods

  • Best practices for different situations (celebratory, feedback, discussion, etc.)

Module / Topic

Role-play Activity

Instructor-Led Training and

Role Plays

2.5 hours

Outline of the Module / Topic

To simulate the social aspects of hybrid work environments to help managers experience the challenges and learn, managers would role-play the different social aspects with a focus on:

  • Listening to employees

  • Dealing with virtual disagreements

  • Bridging the distance between onsite & remote

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