Hybrid working is so hot that nobody seems to dare touch it: leadership, management, ICT, HR and Comms are all looking at each other. Meanwhile organisations are struggling to keep people aligned, engaged, and productive. As a quick fix, many opt for one-size-fits-all rules on how many days per week people should be at the office.
We think this is misguided. A good hybrid-working strategy starts with setting goals, taking into account the type of work, organisation, and people. Based on those goals, you should cover six strategy areas:
Work methods (meetings, planning, team agreements)
Digital collaboration (Working Out Loud, platforms)
Leadership (connecting people, devolved decision making)
Employee engagement (trust, social time, personal growth)
Tools and infrastructure (social tools, suitable work places)
Organisational support (change management, learning)
The proportion of office and remote days follows from your strategy and will differ per team.
In our white paper ‘Hybrid working: the big picture’, we address the six strategy areas in detail and share our recommendations for each. We also show you how a step-by-step approach already brings many benefits, even if the rest of the organisation is dragging its feet.
The white paper builds on independent research findings, case studies and our 10+ years of consultancy experience. You can download it here.