HYBRID WORKING:


Creating new, high-trust workplace cultures


Hybrid working emphasises efficiency and cost savings: both for employees who can ditch the regular commute and for organisations saving on office costs. Yet creating an effective remote or hybrid workplace culture that aligns with business goals and fosters trust can be challenging, reports Marianne Curphey.


T because:


• employees value a healthy work-life balance • high performers, women and millennials prize flexibility • high performers may feel especially resentful about mandates, particularly if they maintained performance or over-delivered during the pandemic


• employees may view mandates as a sign of mistrust from management.


he news that many larger organisations are asking staff to return to on-site working has polarised views among managers and HR teams with a global workforce. Among the


companies requiring physical attendance are THG, Salesforce, Boots, Tesco, ASOS, Barclays, the Civil Service and Manchester United. According to Gartner, over the last 12 months,


63% of HR leaders report increasing expectations for employees to return to offices. Many organisations that have encouraged on-site work but experienced low compliance are resorting to return-to-office (RTO) mandates. However, 74% of HR leaders cite RTOs as a source of conflict and carrying steep costs. Gartner


says RTOs are


HOW DO GLOBAL MANAGERS FIND BALANCE ON HYBRID WORKING? Jonathan Evans, the CEO of Discovery, helps companies in the UK, Europe and North America like AB InBev, Gatwick Airport, Intercity, Merlin Entertainment Group and Furniture Village, build better workforces. He is an expert in HR leadership, workplace culture and productivity, especially at large companies. “There is much debate on remote work versus


particularly unpopular


returning to the office, and the distinction between efficiency and effectiveness is pivotal in this conversation,” he explains. “While efficiency involves completing tasks with the least waste of time and resources, effectiveness focuses on achieving the desired outcomes. It is possible for employees to perform tasks efficiently, but to miss the mark in terms of business objectives – essentially, doing the wrong thing well.” For example, remote work can lead to high efficiency


because of reduced commuting time and fewer office distractions. However, this does not automatically translate to effectiveness if it leads to isolation or misalignment with company goals. The distinction highlights the need for clear


35


GLOBAL LEADERSHIP


HYBRID WORKING


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60  |  Page 61  |  Page 62  |  Page 63  |  Page 64  |  Page 65  |  Page 66  |  Page 67  |  Page 68  |  Page 69  |  Page 70  |  Page 71  |  Page 72  |  Page 73  |  Page 74  |  Page 75  |  Page 76  |  Page 77  |  Page 78  |  Page 79  |  Page 80  |  Page 81  |  Page 82  |  Page 83  |  Page 84  |  Page 85  |  Page 86  |  Page 87  |  Page 88  |  Page 89  |  Page 90  |  Page 91  |  Page 92  |  Page 93  |  Page 94  |  Page 95  |  Page 96  |  Page 97  |  Page 98