It’s just normal to learn about people gathering together when we know more about vaccines. And, of course, this refers to a discussion about workers returning to work.
It reminds me of an article I read a few months ago on Business Insider about how “Zillow is implementing a hybrid style of operation, but its CEO says the company is seeking to avoid one big drawback: a ‘two-class culture,’ where those who come into the workplace are treated as stronger employees.” I agree with Zillow’s CEO that hybrid workplaces have the potential to exacerbate inequity. Organizations, on the other hand, have the potential to build hybrid workplaces that don’t. To successfully build a blended workforce, a lot of hard work and money would be required.
Many firms just had a few remote employees before the pandemic hit. The reasons such jobs were stationed in different parts of the country differed greatly. It may be linked to parental or caregiving obligations for others. Maybe a high-performing employee moved and the organization did not want to lose them. Or both, it’s possible. It would be curious to know how many workers were warned that working remotely would seriously restrict their job prospects prior to the pandemic. My guess is that there weren’t many.
If employees are assured they can work remotely as long as their morale doesn’t suffer, and they can come into the office as needed, in my experience of remote work and hybrid workplaces. Though there was a learning curve, administrators were able to handle one or two remote workers with relative ease.
Hybrid Workforces Must Be Unprejudiced for Everyone
The hybrid model’s drawback is that it necessitates large-scale shift. It’s a fresh perspective on the workplace. There are three fields on which businesses must focus:
- Management: To successfully handle mixed workplaces and a remote workforce, the management team has the necessary equipment and tools. They must be able to recruit, develop relationships, set success goals, coach, tutor, and receive and provide input, among other things. Being a boss is a demanding role. Managing a remote team is often a difficult task. So, it’s not out of the question. It does imply that businesses should provide management with the skills and tools they need to handle efficiently.
- Employees: Employees, like supervisors, need the necessary resources and tools to do their job from a remote location. Technology plays a significant role in this. Employees, like the rest of the staff, need daily access to knowledge and learning. That doesn’t mean you have to make video calls every day. There are several fantastic pieces of technology that allow workers to communicate and exchange data. Organizations would need to provide the technological framework that would enable workers to complete their tasks.
- Organizational Workflows: Many of the protocols, processes, and instructions that we use to complete work can be referred to as “workflows.” Any of those workflows would need to adjust as a result of the remote workforce. Reevaluating how things are handled is a major undertaking. And I can see how saying, “Let’s just do things the way we’ve always done it” could be simpler. The exercise of updating workflows, on the other hand, may be extremely beneficial to the company. As a result, there will be a significant streamlining of operations and an increase in performance.
Hybrid Workforces Must Be Unprejudiced for Everyone
Creating hybrid workplaces is a major undertaking. Consider it similar to developing an employee experience approach. Changing the company’s culture is another choice. But it is possible. It can even be handled well. The companies who make a commitment to building inclusive hybrid environments will be able to recruit, involve, and maintain the best employees. Because those companies would have worked out how to keep their business culture when working in a blended environment.
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Thank You
Ashiqur Rahman
Admin & HR Intern
YSSE
