Hybrid Work Should Be All About Autonomy

Since the end of the pandemic, a new standard has established itself: hybrid work, or alternating between the office and home. According to a recent study by the International Foundation of Employee Benefit Plans, 74% of companies have adopted this model. Although attractive on the surface and ensuring a certain level of socialization, this method might only reflect a persistence of past habits rather than genuine innovation for the future of work. The future is moving towards a definition of work based on goals and projects, highlighting an increasing quest for autonomy, meaningful work, a sense of accomplishment and empowerment.

The Illusion of a Hybrid Work Model

The hybrid proposition promoted by many companies seems to overlook the profound transformations that took place during the pandemic, only outlining the contours of a new work paradigm. What needs to be understood is that behind the growing demand for remote work, our entire relationship with work is being redefined. Pre-pandemic work culture heavily relied on physical presence in the office. This presence is not just a form of socialization but is also linked to a work philosophy based on:

Management often having direct control of work and hours worked.
A clear distinction between work and the rest of life.
A somewhat inflexible work method where statuses and places are fixed in a hierarchy.
Work oriented toward tasks rather than outcomes, often disconnected from employees' needs for autonomy and accomplishment.

In today's hybrid model, companies spend more energy and investment on making cosmetic changes to the workplace (such as recreating the illusion of a lounge with sofas) than on reflecting the shift that is taking place.

Large-scale virtual work has enabled us to experiment with a different way of working. It's an opportunity, a new promise of work based on:

A need for a management philosophy centered on trust, commitment and employee empowerment.
An emphasis on human skills, such as emotional intelligence and empathy.
A fluidity between work and the rest of life, where a professional might seamlessly integrate personal appointments or family commitments into their day without facing rigid barriers.
A redefinition of professional statuses where agility and flexibility are major assets.
Result and target-oriented work performance.
The need for companies to create more meaning in work to keep their employees engaged and motivated, such as integrating social impact and ESG concepts within functions.

Technology: Between Support and Surveillance

The shift to remote work posed management challenges for many companies. To compensate for the lack of visibility of employees, surveillance tools were introduced, often at the expense of mutual trust. Employers adopted methods such as tracking login hours, mandatory camera usage during meetings and communication analysis. While these measures are sometimes presented as essential for productivity, they can also lack nuance and understanding of the human context and value delivered. The result might be a rigid and impersonal work environment, where employees feel monitored rather than supported. This can foster a climate of mistrust.

However, we shouldn’t demonize technology. It offers revolutionary solutions to enhance remote work. Collaborative tools, unified communication platforms and apps dedicated to employee well-being are proof that technology, when used wisely, can positively transform our work environment. They can also help define goals, track progress and even suggest improvements, all while avoiding creating a surveillance atmosphere. Artificial intelligence (AI), for instance, could be used to help set realistic objectives, monitor progress and even propose improvements.

AI: An Innovative Support Tool

AI is at the heart of this transformation. It can automate repetitive tasks, freeing employees for higher-value assignments. AI can also assist in real-time, providing accurate analyses and personalized feedback, while promoting a culture centered on goals and projects rather than mere hour counting. It can help manage projects more efficiently and even identify areas of growth for employees. It could also contribute to employee well-being by detecting signs of stress or workload overload. AI offers transformative solutions for workplace wellness. By analyzing changes in digital behavior, assessing communication sentiments, and comparing task completion against benchmarks, AI can pinpoint potential signs of employee stress or overload. Coupled with periodic wellness check-ins via chatbots, AI serves as a proactive tool to identify and address workplace concerns. Transparency in its use remains crucial to foster trust and ensure its role is seen as supportive, not surveillance.

Generation Z: Forerunners of Fundamental Change

Generation Z will be at the forefront of this transformation of the work world. Born in the digital era, they favor flexibility, autonomy and creativity. More than any other generation, they aspire to a work-life balance and have limited patience for outdated or intrusive work methods. They seek meaningful work, wish to see the impact of their actions and want recognition for their creativity and innovation.

Related Article: 3 Ways Gen Z Can Help Our Core Values Evolve

Conclusion

Without undermining the vital role in socialization and cohesion offered by the traditional work structure, we believe it is essential for organizations to realize that the future of work is at a crossroads. The pandemic highlighted the shortcomings of traditional methods and paved the way for new perspectives. Autonomy and the search for meaning are becoming central, pushing companies to rethink their traditional structures. To succeed, companies must combine technology and humanity by supporting and empowering their employees. This renewed vision of work, combining flexibility, trust and innovation, is the key to a fulfilling professional future for all. In this new era of professional life, are we ready to embrace this new work paradigm?

The first publication of this article in French appeared in la Revue Gestion of HEC.

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