Editorial
Office work looks a lot different today than it did five years ago, because it’s mostly happening outside the office. Remote work has created opportunities for better work-life balance and more diverse workplaces. Organizations have also discovered that employees are just as productive — and more engaged — when they work flexible schedules.
However, despite the many advantages to hybrid work, many executive leaders are determined to get employees back into the workplace full time. In a recent survey, KPMG found that 83% of 1,300 global CEOs predicted that all employees would be back in the office full-time in three years. Stringent return-to-work policies are being put in place, usually accompanied by remarks about improving company culture. Yet, if CEOs were concerned about boosting employee engagement, it seems that they would figure out how to make the hybrid workplace work.
The Advantages of Hybrid and Remote Work
Being able to work from home, even a couple days a week, improves employee mental health, reduces burnout and fatigue, and increases work/life balance. Workers are more productive and efficient when they can reduce commute times and control their environment and schedule. In addition, remote and hybrid work helps companies attract and retain more women, individuals from underrepresented communities and people with disabilities.
Remote work gives parents and caregivers more flexibility to perform household duties without interfering with professional responsibilities. And for women, working from home “reduces the time, money and stress women spend needing to look and perform the narrow image of a ‘professional’ defined by our society,” writes Leilani Carver-Madalon, associate professor of Strategic Communication and Leadership at Maryville University. Many culturally diverse individuals prefer hybrid work for the same reason, allowing them to show up more authentically and avoid discrimination or micro-aggressions in the workplace.
The advantages are particularly strong for individuals with disabilities, invisible illness or neurodiversity, allowing them to find and keep well-paying jobs. Because of the inherent nature of remote work — reduced travel time, personalized office setups and convenient bathroom facilities — many workers with disabilities don’t need the accommodations they might require in person. Working from home allows individuals with invisible illnesses the flexibility required for medical treatment, and they can avoid any unwelcome skepticism about their condition. Finally, neurodivergent employees may benefit from an environment free from distraction, with low light and minimized sounds.
Employees clearly benefit from hybrid work arrangements, but organizations also win because hybrid work improves retention. Companies that can be flexible about where their employees work will hold onto their top-performing employees. For example, if The Diversity Movement hadn’t embraced remote work, I would have lost a key employee on my team when her husband accepted a job in another state, and the organization would have lost historical and practical knowledge of content, event execution and curriculum development. More than just logistics and location, remote work demonstrates that leaders trust their employees and value their unique contributions.
Related Podcast: Google Cloud's John Abel on How Companies Can Support Neurodivergent Employees
Remote and Hybrid Work Signals That Employees Are Trusted and Valued
The opposite is also true: Companies that push employees to be in the office full-time may struggle to recruit and retain the most talented workers. In addition, stringent monitoring of employee whereabouts and threats to fire people who refuse to work in-office undermine workplace trust.
In September, Amazon CEO Andy Jassy announced a return-to-office plan that ends all remote work, angering employees. One survey reported that more than 90% of Amazon employees are unhappy about the decision, and nearly three out of four are now thinking of quitting. The consequences of Jassy’s decision should make other CEOs think twice before they require a full-time return to office.
It’s understandable why CEOs want people physically together; it’s easier to foster strong personal relationships among team members. Workplaces function more effectively and employees are happier when social connections are encouraged. Mutually supportive connections are also a key component of employee engagement, which has been shown to boost productivity, innovation and performance, resulting in an average of 23% higher profits for companies with an engaged workforce.
However, occupying the same space isn’t the only way to cultivate relationships and employee engagement. As we’ve seen over the past four years, individuals thrive when they have the flexibility to take care of themselves and their loved ones. Leaders who prioritize authentic connections — whether in-person or remote — will be more likely to see the results they want without jeopardizing team trust and employee engagement.
Related Article: The Value and Limitations of Returning to the Office
Tips to Maintain Connection in Remote and Hybrid Teams
Leaders must be intentional about fostering meaningful connections and growing relationships. By implementing a few best practices, managers can help their remote and hybrid teams stay connected and engaged:
Establish Opportunities to Connect Over Video
Check in regularly with all your employees — remote or in-office. Even if there isn’t much on your agenda, make time for weekly team check-ins and regular one-on-one meetings. Your conversations should cover current projects and priorities, but make sure to set aside a few minutes to catch up on personal news. You might organize a weekly virtual coffee break or monthly team lunch over video. Establish a team channel in your company’s internal communication platform, so your team can share information — whether it’s work updates or family photos.
Create Shared Experiences for Your Entire Team
Schedule in-person meetings for the entire team at least quarterly, more often if the geography permits. Team-building events and travel costs should be considered business expenses, because shared experiences improve relationships. And it’s not just your connections with your direct reports that matter. Your team needs to form cohesive bonds that enable them to collaborate and support each other. Interpersonal relationships smooth the everyday workings of the organization and contribute to higher retention and job satisfaction.
Sponsor Your Remote Employees and Highlight Their Accomplishments
Relationships throughout the organization also matter, but it’s easy for remote employees to become siloed or overlooked by people who might not see them regularly. It’s up to you, as a manager, to help your direct reports connect with other leaders across the organization. Talk about the great work your employees are doing when they aren’t present. Raise their visibility and ensure their professional growth by offering to connect your team members with other leaders for cross-departmental collaborations.
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The Diversity Movement and its parent company, Workplace Options, have seen great success with hybrid work, but the approach requires intentional efforts to create relationships and strong interpersonal connections. And, flexible work arrangements only work with highly effective teams and motivated professionals. Organizations won’t realize the benefits to employee engagement and productivity if workers aren’t reliable or managers aren’t proactive. But these and other leadership missteps can’t be solved by forcing people to be in an office five days a week.
The workplace will never feel like 2019 again — and that’s a good thing. Future-focused leaders today have more options to engage and retain talented employees than before. Among those strategies are hybrid and remote work.
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