Maintaining Culture in a Hybrid Environment

We surveyed our members to get a better sense of the challenges that are keeping senior People leaders up at night. We received 159 data points of 'challenges' across all our members who took part, and after analysing and segmenting the data, we found that 15% of these were related to hybrid working. Several questions around the topic came up, including: 

• How do we build and maintain culture in a hybrid workforce?  
• How do we bring employees back to the office without causing a mass-exodus?  
• What is best practice for leadership teams managing remotely?  
• How have businesses created purpose for the return to office?  
• How do we accommodate different working styles and relationships - many of which were initiated, effectively, during a fully remote period?  
• How do we manage hybrid in the context of multiple offices?  
• How do we know that a hybrid workforce performs better than a remote one?  
• How People cultivate psychological safety to allow for strong remote working?  

Not only is hybrid working a top-of-mind challenge among Futurist members, but it's also currently a talking point in the media as the hybrid working pendulum seems to be swinging back toward the return to office. Large tech companies like Amazon, Meta, Apple and Zoom have mandated a return to office, with Amazon recently facing controversies around promotions that hinge on complying with said mandate.  

Furthermore, nearly 4 years into hybrid working and there is still no ‘perfect solution’, businesses are constantly going through trial and error, having to amend policies and adapt as the landscape evolves.  

Findings: 

Proposed solutions to this challenge were varied as were the successes reported by Senior People Leaders in the group. When reviewing their current working policies, the below points were raised: 

Diverse Approaches to Hybrid Working Policies  

Representatives from different companies highlighted a variety of stances on hybrid working: 

1. No Full-Time Return: No participant expressed a desire to bring staff back full time to the office.
2. Fixed Office Days: Some companies insisted on all functions being in the office for a set number of days per week.
3. Leadership Discretion: Others left it to the discretion of their leadership teams to manage expected attendance on a function-by-function basis.
4. Employee Discretion: Some companies expected team members to be in the office a certain number of days per week but allowed individuals to decide when to come in.  

Key Considerations in Policy Formulation: A Leadership Imperative 

Regardless of the chosen policy, leaders highlighted crucial considerations in the decision-making process: 

1. Effective Communication: Merely stating, "You need to be in the office," simple won’t land any longer. The benefits of in-office collaboration must be clearly communicated, emphasising the mutual advantages for employees and the business.
2. Balancing Individual and Business Needs: Striking the right balance between individual career needs, personal life requirements, and overall business expectations is essential for successful policy implementation.
3. Leadership Communication Challenge: The challenge lies not in agreeing to the policy but in effectively delivering this message through leaders and managers to their teams.
4. Alignment with Company Purpose: The company's purpose, culture, and values should align with the chosen hybrid working policy to create a cohesive and supportive work environment. 

Implementing Change: Communication, Inclusivity, and Cultural Integration 

Implementing any change in policies requires a strategic approach: 

1. Early Communication: Clearly communicate the company's identity and expectations regarding hybrid work early in the recruitment cycle to set expectations for future employees.
2. Surveys for Insight: Surveys prove to be a useful tool for gauging employee preferences and providing tangible data, aiding in clarifying the purpose of policy changes. 
3. Presence with Purpose: Instead of relying on compliance, leaders should explain the 'why' behind the policy changes, using data to illustrate the benefits of in-office collaboration.
4. Culture as a Cornerstone: The discussion highlighted that organisational culture is not only crucial but plays a foundational role in the success of hybrid working models. The office doesn't merely house the culture; it enables and shapes it. 

Hybrid Working and Diversity Considerations: A Leadership Challenge 

Recognising that one size does not fit all in hybrid working, the discussion also delved into diversity considerations: 

1. Individual Preferences: The desired hybrid working setup varies for individuals based on factors such as geographical location, role type, and seniority.
2. Challenges for Younger Generations: Concerns were raised about younger generations missing out on key learning opportunities in a remote setup, raising the question of how to equip future leaders.
3. Neurodiversity and Inclusion: Enforcing a return to the office may not align with the needs of neurodiverse individuals who may thrive in a remote environment. 

Empowering Leaders, Fostering Connection, and Cultivating Culture 

It’s one thing for us to create a policy – but ensuring it lands well is going to be the responsibility of the Leadership / Management team.  

1. Drive Belonging: The role of leaders and managers in fostering connection and driving a sense of belonging is critical in successfully adopting a new hybrid-working policy.
2. Show the Tangibles: Leaders play a pivotal role in communicating purpose, not through mandates but by showcasing the tangible advantages of coming together for each member of their team.  
3. Commit to Individual Development: Convincing teams to embrace the office experience requires more than a directive; it demands a commitment to individual growth, learning, and career progression. Leaders should highlight the unique opportunities for mentorship, skill development, and career advancement that the office environment provides. 
4. Cultivate a Collaborative Culture: Moreover, they must actively cultivate a supportive culture that thrives on collaboration, making the office a place where team members not only work but also find a sense of belonging and shared purpose. In doing so, leaders become architects of an environment where the team is not coerced into the office but is drawn to it by the promise of valuable experiences, professional growth, and a vibrant team culture.  

Conclusion

In conclusion, the journey towards hybrid working is a dynamic process, with flexibility and adaptability at its core. Effective leadership, management, and communication strategy are indispensable in creating and maintaining a workplace culture that not only thrives in this evolving landscape but also fosters a sense of purpose, connection, and shared identity among its members.