A new report from The Conference Board has identified ways that companies can not only reduce employee resistance to a hybrid model, but also maximize their value to the company.
Hybrid work has been shown to benefit workers, from better work-life balance to increased job satisfaction and more. Still, many employees who are expected to make the commute to the office, even partially, may resist.
The findings were drawn from interviews with 15 large companies and the results of the most recent Reimagined Workplace survey of more than 200 HR leaders.
“Attitudes toward going into the office underwent a fundamental shift due to the flexibility the pandemic necessitated,” said Matt Rosenbaum, senior fellow for Human Capital at The Conference Board. “Leaders should aim for ‘purposeful presence,’ ensuring workers are in the best environment to meet their needs, with individual-focused tasks often better suited to remote work and collaborative efforts thriving in person.”
The report also highlights the importance of investing in metrics to optimize hybrid work models. In fact, it argues that companies should determine the outcomes they want to achieve, measure how their work model affects those outcomes, and make adjustments accordingly.
“Will models be evidence-based and geared toward achieving specific outcomes, or will they be based on instinct and belief? With the latter, companies risk wasting time, money, and opportunities, as well as alienating staff, rather than systematically pursuing their desired goals,” said Robin Erickson, PhD, Vice President of Human Capital at The Conference Board.
Key findings of the study:
· HR leaders say hybrid work improves organizational outcomes in areas such as work-life balance (87% say it has had a positive effect), job satisfaction (84%) and retention (79%).
· More than 60% of surveyed workers say hybrid work has improved their productivity and 51% of HR leaders cite increased productivity as a benefit.
· 65% of workers say that, beyond salary, flexibility is the most important thing for them.
The study highlights 6 key practices to help with change management when reviewing a working model.
· Communicate clearly: Explain the reason behind hybrid work to build trust and transparency.
· Allow adjustment time: Give employees enough time to adjust to new workplace expectations.
· Involve stakeholders early: Engage key influencers to advocate for change.
· Set clear expectations: Define specific policies regarding on-site presence days and core hours.
· Deliver tailored training: Equip leaders and employees with skills for effective hybrid work.
· Monitor and evaluate: Continually evaluate the adoption and effectiveness of the hybrid model.
“We are in a new world of work; there is no turning back,” said Erka Amursi, senior fellow for Human Capital at The Conference Board. “Communicating the change to employees with clarity, confidence and transparency will help smooth the transition to a new work model.”
For more details on the report and its methodology, click here.
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