Performing For Success In An Undefined Hybrid Workplace

Four years ago, in-office work came to a screeching halt—and prepared or not, companies were forced to move to a remote workforce environment. Now that in-office pandemic restrictions have been lifted, employers are forced to navigate how to properly balance in-office and remote work in a way that maximizes both efficiency and employee wellbeing.

As more companies adopt hybrid models, the system for many is unclear. In a November 2022 Mercer report, only 34% of organizations reported they have formal rules in place for managing flexible work. Based on an assessment of 749 organizations, the survey found that 48% relied on information or ambiguous guidelines and 17% were completely hands-off.

It’s not just employers who are having difficulty defining “hybrid.” Employees also find the ambiguity of hybrid norms confusing—according to a 2022 Gallop poll, six in 10 employees want more structure, but a little over one-third agree on how to define “hybrid” in their organization.

Definitional issues aside, the problem with increasing remote work is that it decreases the presence of human-to-human interaction in the workplace. The very idea of a workplace is built on the philosophy that people are more effective when they come together to solve their problems, and in our post-lockdown world, it seems evident that some element of that humanity is lost in remote work. If success in the workplace is a priority, then some degree of office presence is key. Here is how employers and employees can be more successful in an unstructured hybrid environment.

Businesses struggling to promote in-office activity first need to understand that, no matter how much more productive in-office work may feel, their employees want to retain some level of remote work. Today, an astonishing 98% of employees prefer to maintain an element of remote work in their jobs, and no company can succeed when 98% of its employees are angry. Regardless of your opinion, remote work is seen as a norm in our post-Pandemic world, and it is going to stay that way. Implementing more rigid hybrid work guidelines should not be about control, but compromise. Learn to make the most out of your in-office time.

Moving to more in person meetings may be an effective use of in-office time. Web conferencing platforms are transactional and good for inputs and outputs, not necessarily the best tool to generate ideas, leverage strategic thinking, or build trusting relationships. Office time should be for connecting and collaboration. It is unproductive to come into the office to video conference all day. As practical, have team meetings, one-on-ones, and stand-ups in the office. In-person meetings and video conferencing can co-exist.

Strategic thinking leads to success. Take a leap; brainstorm. It’s hard to brainstorm virtually—a whiteboard, employees and ideas can lead to more solutions than web conferencing meetings where not only do they lack asynchrony and body language, it’s difficult to tell who (if anyone) is paying attention. Nonverbal communication, interpersonal dynamics and an ability to read the room are catalysts of collaboration. That’s a tall order for a web conferencing meeting or email exchange.

Eyes and ears are your biggest asset in an in-office environment. Eyes observe. Ears listen. Use time in the office to listen, learn and engage. Talk to people, get to know them, and let them get to know you. Sharing talents, building relationships and learning in the workplace leads to success.

Working in office can provide competitive advantages for the right employee and the right organization. Whether a manager or employee, it is hard to create a collaborative workplace relationship virtually. Humans are social beings with an innate need for belonging and connecting. In-office activity allows for ad hoc engagement – maybe white boarding goals, ideas and solutions, along with building community. Maybe even an unscheduled lunch or coffee meeting.

The office is a breeding ground of leaders and mentors that an employee can learn from simply by observation. Managers naturally gravitate to those they know, those they have had more than a transactional communication with, those they have had in-person conversations, compared with those that only communicate by video call.

As employers navigate the remote, hybrid, and in-office challenges facing them, employees should reflect on how best to succeed within the organization. How to define “hybrid,” think about how you define your personal success, and work in-office as collaboration allows. Take the unfair advantage.

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