Working From Home – Tips to Make it Work
Working From Home/Hybrid working – oh my goodness. It’s certainly getting a lot of airplay at the moment! So many conflicting thoughts. Employees not understanding (or accepting) why they can’t do it, Managers not supporting it for some people because there’s a lack of trust or they don’t understand (or accept) there’s a new way of working.
There’s no doubts that it offers numerous benefits but also presents unique challenges. To manage this effectively, and to assist in making a decision for a role to be hybrid, managers must critically assess their approach and make necessary adjustments. Emotions, bias and ‘that’s the way we’ve always done it’, needs to be removed from the decision-making process.
In this blog post, I’ve included some helpful questions managers can ask themselves to optimise hybrid working.
1. Am I establishing clear expectations?
Clear communication is vital. Managers should evaluate whether they have set explicit guidelines regarding working hours, availability, and deliverables. Clearly defining expectations helps employees understand what is expected of them and enables accountability.
2. How can I promote collaboration across remote and in-office teams?
Building a sense of teamwork and collaboration is essential, but how can this be done? Managers should reflect on strategies to bridge the physical and virtual gaps, such as implementing virtual team-building activities, promoting cross-functional projects, or leveraging digital collaboration tools. Create times when everyone can be in the one place together. This could be for a weekly/fortnightly morning tea in the office or out at a local coffee shop.
3. Do I provide the necessary resources and support for remote workers?
Managers should assess whether they are providing the necessary resources, tools, and training to enable remote workers to perform their tasks effectively. Additionally, ensuring equitable access to information and opportunities is essential to avoid any feelings of exclusion.
4. How can I foster a sense of belonging and inclusion?
Hybrid working can sometimes lead to feelings of isolation or exclusion. Managers should question whether they are actively fostering a sense of belonging within the team. Regular check-ins, team meetings, and virtual social events can help maintain a strong sense of camaraderie and inclusivity.
5. Am I recognising and valuing remote contributions?
Remote workers may not receive the same level of visibility as their in-office counterparts. Managers should evaluate whether they are actively recognising and celebrating remote employees’ contributions, ensuring that their efforts are acknowledged and appreciated.
6. Have I established effective communication channels?
Maintaining open lines of communication is crucial for hybrid working. Managers should assess whether they have established effective communication channels that cater to both remote and in-office employees. Utilising various tools like video conferencing, instant messaging, and project management software can ensure effective communication and collaboration.
7. How am I promoting work-life balance?
Hybrid working offers a unique opportunity to promote work-life balance. Managers should consider whether they are actively encouraging employees to maintain healthy boundaries between work and personal life. Encouraging flexible schedules, setting realistic expectations, and promoting self-care practices can contribute to a healthier work-life integration.
8. Do I provide opportunities for professional development?
Reflect on whether you are providing remote employees with equal access to professional development opportunities, including training sessions, mentorship programs, or networking events.
9. How do I gauge productivity and performance?
Evaluating productivity and performance in hybrid settings may require a shift in traditional assessment methods. Managers should question whether they have established clear performance indicators that align with hybrid work dynamics. Regular feedback, objective metrics, and a focus on outcomes rather than hours worked can help ensure fair and accurate evaluations.
10. Am I open to feedback and continuously improving the hybrid work model?
Lastly, managers should evaluate their openness to feedback and willingness to adapt. Encourage open dialogue with your team and regularly seek their input to improve the hybrid work model. Flexibility and continuous improvement are key to optimising hybrid working in the long run.
Now, let’s be real – hybrid is not going to work for every role and organisations will need to make some tough decisions on what role (not what person) where this is possible. For example, if a role is customer/client facing, then clearly that role would not be suitable for a hybrid situation. Myself, working in HR, I wasn’t comfortable working from home as I needed to be able to connect with people in the office. There were many conversations before/after meetings that I would not have had the opportunity to engage in had I not been in the office.
Decisions shouldn’t be made considering the person in the role though. I’ve had conversations that sounded like this: ‘no, that person can’t work from home because I don’t trust them’. Clearly the issue here isn’t about the role, but the person. In this situation, other performance matters need to be addressed.
Employees also have an obligation to ensure that they are doing their best to ensure their manager is kept up to date with the work they are doing, if they are taking time off to go to the doctor etc. The more information the employee willingly shares, the more comfortable the manager will be. Flexibility needs to be managed as if they are in the workplace. Working from home doesn’t provide a blank timesheet to do as they please. It has to be a two way street with trust built on both sides.
Working from home/hybrid has added an entirely new layer of complexity for managers to their already long list of responsibilities and accountabilities. Some may even think the easiest way will be to have everyone working back in the office with working from home occasionally like pre-2020. Unfortunately, that’s not going to happen. So, we need to be able to work with managers and provide them with the support and guidance needed to do what’s best for not only the employee, but also the organisation.
Let me know your thoughts either below in the comments or by sending me a message.
