PAPER making! FROM THE PUBLISHERS OF PAPER TECHNOLOGY INTERNATIONAL FROM THE PUBLISHERS OF PAPER TE Volume 7, Number 2, 2021
How Leaders Should Approach Today’s New Hybrid Workforce Before the global pandemic, remote workers who were regularly telecommuting often expressed frustration at conference calls where 80% of attendees were in one room, while they were among the 20% calling in from other locations. The 20% often reported that they felt like outliers: it could be challenging to hear, difficult to get the group’s attention, and hard to read the room or contribute to the discussion. For many of these already-remote employees, the global COVID pandemic was an equalizer: Everybody was calling in from somewhere, and so the meeting experience suddenly felt more inclusive. With unprecedented levels of virtual team collaboration, more flexible work hours, and less time spent commuting, it’s no wonder that, as has been widely reported, global productivity increased dramatically during the pandemic…although these gains undoubtedly came at a high cost for some individuals and organizations. Now, as vaccination rates increase and pandemic restrictions are lifting in some places, leaders are facing the new reality of leading a hybrid workforce. Every business or organization has its own timetable for when and how to return to in-person work. And on a broader scale, many organizations are eager for a return to normal, yet want to maintain productivity gains and stem the tide of widespread burnout. Transitioning to the New Normal of the Hybrid Workforce While the shift to virtual work may have been precipitated by the emergency work-from-home measures in 2020, plans for the new hybrid workforce are becoming less reactionary and more deliberate now. The details aren’t clear yet, but one thing is certain: The post -pandemic world of work is definitely going to look different. According to a McKinsey survey, 9 in 10 organizations plan to combine remote and on-site work going forward. While there’s no one -size-fits-all model for a hybrid workforce or team, the term usually refers to a setting where some employees work remotely, some work on-site, and others work a combination of both. This new way of working can be challenging — especially at first. Leaders must balance differing employee preferences with a desire for continued productivity and collaboration. Some team members may be clamoring to get back to the office, but many others want to continue to work from home. In fact, the majority of employees say they want flexible and remote work options to remain — one study even found that 64% would prefer a permanent work-from-home situation over a $30K pay raise. That’s why hybrid workforce policies and how effectively managers can lead hybrid and v irtual teams will be key for attracting and retaining talent in many industries going forward. Leading a Hybrid Workforce: 5 Tips How will this shift towards a more hybrid workforce affect leaders and leadership? Leading a hybrid team requires adaptability to change and an openness to experimentation. In this new and changing environment, we believe that leaders will be most successful when they take the following 5 steps. 1. Acknowledge what’s new and different about the hybrid workforce. Leaders should start by acknowledging that this environment is new and different, and that what works for one person will not work for everyone. Leaders must reassure people that whether they’re working in person,
Article 11 – Leadership
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