Balancing flexibility & structure for healthy, productive teams


Liz Sebag-Montefiore, director of coaching and mentoring consultancy 10Eighty and executive coach, suggests employers:


• offer remote work options and flexible hours to accommodate diverse employee needs


• ensure that remote workers have access to the necessary tools and technology


• create an inclusive culture that values results over physical presence


• set clear objectives and offer regular feedback to keep employees aligned with business goals


• support continuous learning and development to keep employees motivated and engaged.


HYBRID WORK CAN HELP YOU ATTRACT TOP TALENT Neat is a Norwegian video technology company with a global hybrid workforce. It provides a complete portfolio of workplace hardware and services. Jean Bays, head of people at Neat, says it would be “an understatement” to suggest that the office – once the core of a workplace – has become somewhat of a battleground for the workplace debate in recent years. “Hybrid work, with its promise of flexibility and autonomy, has captured the hearts of employees and challenged the norm for employers,” she says. A study by McKinsey found that 58% of


employees reported increased productivity in hybrid settings. Many also reported improved wellbeing and greater job satisfaction. “Leaders who truly understand the pulse of their workforce are embracing hybrid models,” says Jean Bays. “They recognise that by empowering employees with the freedom to choose where and when they work, they can unlock more creativity, innovation and engagement.” The benefits of hybrid work extend beyond


individual productivity. It is a powerful tool for attracting and retaining top talent, especially among younger generations who prioritise flexibility. Moreover, it can contribute to a more diverse and inclusive workplace by accommodating employees with disabilities or caregiving responsibilities. “The implications of hybrid working for


international business and mobility are huge,” she says. “Not only does it have the potential to redefine global collaboration, breaking down geographical barriers and creating cross- cultural exchange, but it can also encourage talent acquisition from a wider pool of candidates, regardless of location.” She argues that the future of work is hybrid


and businesses that fail to adapt will find themselves at a competitive disadvantage. “It is time to focus on creating work environments that truly support employee success, diversity, and organisational goals.”


39


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