What if hybrid ends up being a mix of the worst of both worlds?
Employers are ready to get back to significant in-person presence. Employees aren’t. The disconnect is deeper than most employers believe, and a spike in attrition and disengagement may be imminent. ~ McKinsey
Right at the beginning of the pandemic, Dave Hollis wrote a tweet that would prove to be prophetic. In the rush to return to normal, he said, use this time to consider which parts of normal are worth rushing back to.
Well , people did consider this. And they didn’t rush back.
Whether you term it a great resignation, or as I prefer, a great reshuffle – people are reconsidering the role of work within their lives. And the prize seems to be increased autonomy rather than simply increased pay.
The emerging data highlights distinct generational differences – but shows a trend of people moving away from restrictive roles towards those which offer a better work life balance.
The shockwaves for employers have only just begun to be felt. As lockdowns are lifted and work from home mandates ebb and flow employers have found that their previously compliant servants has discovered how and when they want to work, rather than wait for some top down ’employee offer’.
Employers may claim to have a distinct culture and purpose, but the behaviour of many of our institutions during the pandemic has left many doubting their authenticity.
People only truly believe that a company has a purpose and clear values when they see them sacrificing short-term profitability for the sake of adhering to those values. Has that happened?
Employee burnout has doubled since lockdown ended, according to Glassdoor, whose survey showed that flexible working was only one part of the jigsaw, with better performing organisations also having flatter structures.
Companies congratulating themselves on their newly found hybrid work approach should pause to reflect. What a lot of people are now experiencing is the worst of both worlds.
As Emma Goldberg writes, this sudden mash-up of remote and in-person work “has resulted in a mushy middle ground: video calls where remote workers have trouble hearing, a sense that people at home are missing out on perks (teammates), while those in the office are, too (pajamas). And the stakes aren’t just who is getting talked over in meetings. It’s whether flexibility is sustainable, even with all the benefits it confers.”
My most absurd experience , in a year of absurd experiences, was literally carrying a remote colleague around during an in-person workshop. Holding their dimly lit face on a laptop and positioning them so they could see some post-it notes on a whiteboard. My battery power died and I forgot all about them until they text me to ask if the session had finished.
Hybrid takes effort. Token attempts at employee engagement just don’t work (btw is there anything in the recent history of mankind that is more soul crushing than a festive Zoom quiz?). Companies that have crafted very strong, definable cultures have tended to be fully in-person or fully remote, not mixed.
Equally remote work isn’t equal for everyone. A study from Qualtrics, found that 34% of men with children had received promotions while working remotely, compared to just 9% of women with children. There are similar disparities for ethnic minorities.
Our offices, those that are still there, look increasingly adrift and desperate. Stowe Boyd , as ever, has a good take on this: “One of the potentially smart things companies might try to entice workers back: converting open office space — which almost everyone hates — to private offices with doors. Those who share a home with family or flatmates might find respite in a quiet place to work heads down, in peace.” He goes on to make another great point: “Taken to the most extreme: what if some of the unused office space was turned into something like Airbnb rooms, so those who have moved outside of easy commuting range might come into the office for a two- or three-day onsite, working and not-working in the office. This could be coordinated with team members for once a month intense working sessions, too.”
To get hybrid work to work it will take creative thinking like this, breaking the fourth wall between Microsoft Teams and real life. It means really getting to know individuals and understanding productivity at a very human level, listening to people as individuals with unique and frequently messy lives – rather than as efficient worker drones. It means letting our people become the designers of their own unique workdays, and giving them the right tools and permissions.
Or maybe we just need less work. Signalling that people will sacrifice some pay for a better life Spanish high-end apparel brand Desigual introduced a four-day work week at its headquarters in Barcelona last month, raising expectations in the business and political arena in Europe, where some other pilot trials have been launched.
No employee works on Friday and they can choose to work remotely any of the four working days. The company has subsidized half the cost of the 13% reduction in working hours, with employees overwhelmingly agreeing to a 6.5% paycut.
Four days a week, no meetings, you choose the hours and work where you want. Is this the future of work or just the late 2021 expectations of the many?
When people have a 60-Year career you need to design something that’s sustainable for the long term not built on burning people out by the time they hit 50. Indeed -“If a 60-year career sounds like a nightmare, perhaps that’s because we’re imagining 60 years of work as it is for many people today: inflexible, all-consuming, poorly matched to the rhythms of life.”
There could be a silver lining to all of this where people re-engage with their own work on their own terms , but this is going to require huge flexibility from employers. Most will find this a challenge, and I expect to see further pandemic workplace aftershocks between now and 2025
Let’s remember that for almost all companies hybrid work is an experiment, and most experiments fail. The best experiments are small and build upon previous evidence.
When nothing is certain in the short-term never mind the long; a good approach to take colleagues with you is to “test and learn” rather than “show and tell”.