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OPINION
Keeping hybrid teams engaged
When leaders combine a strong company culture with workplace flexibility and employee empathy, they can create an environment where hybrid work can thrive.
I n this post-pandemic era, both employers and employees are working to redefine their employment expectations and determine which pandemic practices will become the “new normal.” One area still in hot debate between C-suites and talent pools is remote versus in-person work. While fully remote and entirely in-person work arrangements each have their share of pros and cons, hybrid work has emerged as a seemingly positive middle ground within the architecture and engineering industry, offering the best of both worlds for companies and their employees.
Jennifer Haddad, GPHR, SHRM-SCP
But is hybrid work really a win-win? Two significant benefits of hybrid work include better work-life balance for employees and increased employee retention rates. At the same time, however, hybrid work environments can make it harder for employees to stay connected to the company culture, which can hurt long-term motivation and productivity. The good news is there are small steps an organization can take to mitigate this potential downside of the hybrid work environment. To keep their hybrid employees engaged, firm leaders can work to create an environment that promotes connection with:
■ Teammates. The connections created between team members are the essential building blocks of a successful hybrid work model, as these connections can promote unity and belonging. Examples of tools that leaders can leverage to promote teammate connection include: Online collaboration tools. Using online
platforms like Teams and SharePoint can help teams maintain consistent two-way
See JENNIFER HADDAD, page 10
THE ZWEIG LETTER FEBRUARY 19, 2024, ISSUE 1525
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