Remote & hybrid working
than most employers and employees have experienced before. As a result, remote workers can oſten feel excluded from crucial informal discussions and decision-making processes that occur within office walls, leading to a sense of disconnection and reduced involvement. Tis situation hinders team cohesion and the effectiveness of individual employees and can erode a factor that many organisations place huge value on: company culture. In addition, the hybrid model can lead to a divide in workplace team
dynamics. In-office employees may develop closer relationships with one another, benefitting from the spontaneous, informal interactions that occur in a physical workspace. In contrast, remote workers might struggle to forge these same connections, potentially leading to feelings of alienation or being less integral to the team. Tis cultural divide can further exacerbate the challenges of
maintaining a cohesive and inclusive workplace where every team member feels equally valued and involved. For some organisations, these issues have been cited as a justification for a partial or full change in policy, with employees required to spend more time in the office environment.
Unifying workplace communications So where does this leave employers and their teams who remain committed to the wide-ranging benefits of the remote/flexible/ hybrid models, and how can they overcome communication, cultural and cohesion issues? For many organisations, the answer lies in the more effective use
of Unified Communications (UC) technologies, whereby various online tools are integrated into a cohesive comms and collaboration platform. Done well, this integration ensures that all employees, regardless of location, have equal access to information and opportunities. For instance, UC tools enable remote employees to participate in spontaneous conversations through instant messaging or join important meetings via video conferencing, thus ensuring they are part of the decision-making process. On a more strategic level, these platforms also play a critical
role in fostering a more inclusive environment. For example, by providing equal access to mentorship and networking opportunities, UC helps bridge the gap between remote and in- office employees. Features like shared digital workspaces, real- time collaboration tools, and company-wide social networks can replicate the office’s collaborative atmosphere, ensuring remote workers feel as involved and connected as their colleagues who are physically in the office. In recent years, many organisations have also found that effective
UC strategies can help build a more rounded social strategy, with teams enjoying more frequent time together online. For some, it has become an enabler to become more connected to their colleagues, particularly those who work in different countries where the opportunity to socialise in person may rarely or never happen. Part of the problem for some organisations already committed
to the use of UC tools is an over-reliance on legacy solutions that were built before the hybrid and remote working revolution came about. In this situation, technology can become a serious part of the problem, with inefficient, slow or unreliable tools adding to workloads and contributing to a real sense of frustration that more advanced systems are designed to eliminate.
www.pcr-online.biz Instead, modern, cloud-based UC tools offer the kind of user
experience and performance that today’s digitally-native workers expect. In this context, UC has an extremely positive influence on everything from productivity and efficiency to employee well-being and retention. In these workplace environments, UC technology becomes fully integrated into organisational processes and culture, enabling leaders to have full confidence that their approach to hybrid working is delivering for everyone involved. Te evolution of UC will also be driven by exciting developments
in Artificial Intelligence (AI) and Augmented Reality/Virtual Reality (AR/VR) technologies. For example, the integration of AI into business processes is accelerating, offering capabilities such as real-time language translation, meeting analysis and optimised scheduling to enhance global collaboration and productivity. In addition, AI’s capability to analyse participants’ emotions during
meetings promises to refine communication strategies, making interactions more empathetic and effective. Interesting AR/VR technologies are also emerging, transforming remote participation and training while also improving engagement regardless of physical location. Collectively, these developments are set to bring new levels of innovation to collaboration, ensuring UC will remain an integral element of modern business infrastructure.
More than technology In looking at innovative technologies, however, it’s important to note that the effective use of UC is not just about soſtware and services – it’s about how these tools are integrated into the daily workflow. For instance, organisations need to establish clear guidelines on how and when to use these UC tools to maximise their benefits, such as setting rules that all meetings must be available via video conferencing to ensure remote employees can participate. Similarly, encouraging the use of collaborative platforms for project management can enhance transparency and teamwork, making remote workers feel more connected to the project’s progress and their team members. In addition, it’s vital that employers understand and address the
specific challenges remote workers face, such as isolation or difficulty in separating work from personal life. By having open lines of communication with their hybrid workers, organisations can tailor their UC strategies to support the well-being and productivity of all employees, ensuring that the benefits of hybrid working are fully realised. Ultimately, in the remote and hybrid working environment, the
success of workplace dynamics is intrinsically linked to the adoption and effective utilisation of UC platforms and processes. As workplaces continue to evolve, the challenge lies in how organisations integrate these technologies to create an inclusive, productive and equitable environment. For the many organisations that became hybrid by default since 2020, it’s becoming increasingly important to reassess their current communication infrastructure and adapt their strategies to develop a more mature and strategic hybrid working model. Te integration of UC tools can significantly impact an organisation’s
ability to navigate the complexities of modern work arrangements. It’s not just about where people work but how they connect, communicate, and collaborate. Embracing the right tools and strategies can bring teams closer together, regardless of physical location, and pave the way for a more connected and adaptive workforce.
March/April 2024 | 23
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
