New management methods needed as hybrid working goes mainstream 

According to our research, 70% of businesses expect hybrid working to be the main model for their offices in the next six to twelve months. But as businesses pivot from experimentation to the norm, some key questions arise. Which tasks can only be done in the office? Are new management models required? How do we ensure that the workers who spend the least time in the office are treated fairly? Is any extra training required? The CHRO must play a strong role in answering these questions and ensuring the success of the business in this new working environment. 

The collaboration conundrum  

Although workers have been more productive in a hybrid setup, other aspects of work have suffered. In particular, many people struggle to work collaboratively with their colleagues from home.  

Managers can assist here. The first step is to segment the subprocesses that comprise a collaborative project, and really think about which tasks can and cannot be done in the office. Often, only the first steps in a collaborative project, which typically involve creative thinking, free-flowing conversation, and idea exchange, need to be done in person. Virtual platforms are better suited to more structured exchanges between people but are not conducive to creativity.  

Once the direction of travel for a collaborative project has been set, it’s perfectly possible for team members to continue to collaborate remotely during execution, but only if they have the appropriate digital tools at their disposal.  

Take the example of creating a pitch deck for a customer. In-person collaboration may be needed to unpick the brief and discuss how to respond. After that, it’s perfectly possible for a team to draft a proposal remotely using collaboration tools. Likewise, the early stages of product development will be much more productive in an in-person environment, where ideas can be freely exchanged. Thereafter, teams can share new product designs virtually and exchange feedback. Of course, in-person interaction may be needed from time to time when projects reach certain milestones or creative differences need to be resolved.  

Therefore, managers must understand when in-person collaboration needs to be injected into a project and proactively organize these sessions. Without proactive management intervention, there is a risk that tasks that should be undertaken in the office may slide into being done remotely, which can lead to poor results.  

Collaboration does not only happen during defined projects. The so-called ‘water cooler moments’, where colleagues converse about work or non-work topics in an unplanned fashion, are vital for sharing ideas and building bonds between team members.  

These serendipitous moments can only happen in the office. Managers cannot, and should not, seek to artificially create these interactions. Instead, they should think about simple ways the office can be redesigned to create more spaces where these conversations can happen. They can also set an expectation that these types of conversations are encouraged and are not viewed negatively as time-wasting.  

Digital training: combine functionality with etiquette 

Working collaboratively in a remote environment is only possible if teams fully understand how to use digital communication and collaboration tools. But in my experience, 95% of employees only know the basics. As a result, people frequently get frustrated and resort to phone calls and text messages when they need to collaborate, which is a suboptimal response. A lack of understanding of the full functionality that platforms such as Teams and Zoom offer leads to shorter and cruder conversations, not the rich and immersive interactive experiences that are needed for genuine collaboration.  

Managers need to ensure that their teams understand the complete suite of functionality at their disposal. But managers themselves may not be fully versed in what these tools have to offer, so they need training too. Therefore, it is often up to the CHRO to design a formal training program and ensure that this is integrated into employee onboarding.