Most of the research conducted on preferences in the Work arrangements in Uruguay and the world indicate that a large majority of people want to work in a «hybrid», that is, a combination of in-person work and remote work.
The reasons are not surprising. The remote work has allowed for the elimination of travel costs (time and money), reduction of daily expenses, and an increase in Quality time with the family. At the same time, many people miss their colleagues and the work «atmosphere,» and the learning opportunities that arise from chance interactions are also valued.
Managing the transition to hybrid work marks a cultural shift for most organizations. Here are some reflections to help implement it.
A Play-Doh Policy: Identifying the principles for hybrid work guidelines will be a trial-and-error process for each organization and will need to be adjusted over time. Examples could include expectations that in-office days may be needed to onboard new people to the team, specific collaborative efforts, or to periodically improve coworker connections. Certainly, some companies will find those same activities can be done virtually depending on their culture. Hybrid implementations are subject to change as people learn what is most effective for all stakeholders in a rapidly changing context.
2) Work equity for positions tied to in-person tasks. Organizations must think creatively to allow essential on-site employees to work remotely some days. One approach is to group and rotate work to reduce the number of people who need to be present simultaneously. For example, if there are seven IT professionals responsible for control room operations, allowing each person to work from home one or two days a week while others provide coverage can maximize opportunities for everyone.
3) Share, share, and share (with the team). Goals that clarify the objectives the team is pursuing, knowledge about individual roles, limitations, and potential to contribute, understanding of available resources—from information to budgets—norms that outline how the group will collaborate effectively with digital tools, as well as how the team will remain connected personally and professionally.
4) The onboarding of a new person into the organization is the responsibility of the organization, not HR. Welcoming and acculturating new employees is a team effort. For a period, the new person should not be left alone: they should have activities with other members of the company. A diverse list of key members of the organization should be provided so that the new hire can meet people beyond their immediate team, as a way to establish their internal network. Assigning a virtual buddy who can answer questions can be very effective.
5) Guard against the «proximity bias.» Providing adequate feedback and developing individuals without bias, regardless of whether they are «present or not,» is crucial. Working remotely should not negatively impact relationships or dimensions of job performance. Those in leadership roles must ensure that evaluations of remote employees are as fair as those for in-office employees.
6) Minimize technological burnout. «Can this virtual meeting I'm proposing be an email instead?» It's crucial to create transition periods between meetings and always consider reducing meeting durations.
The migration to hybrid work is often framed as a matter of in-office versus remote options, but it's about changing our most fundamental routines to be more efficient and happier with our work.
by Alan Cohn | Academic Coordinator at ORT University
