Five years ago, some visionaries suggested that the hybrid work model would inevitably become established. What no one knew was that a virus provided the missing twist to implement the model, pushing aside all the prejudices that prevented many companies from adopting this model. It was a necessity rather than an option; a way had to be found to continue operating from confinement.
By hybrid, we mean a work model that allows employees to perform their duties in the office a few days a week and remotely from home or another chosen location on other days. The remote work model implied by hybrid is nothing new; many companies had it incorporated into their regular practices before the pandemic, primarily in the technology sector. It is in those companies where, until now, no other form of work besides in-person was conceivable, that the hybrid model has had, has, and will have the greatest impact.
Watching someone sit in their chair for eight hours is about a control paradigm we were forced to abandon. The boss stopped seeing their team in person and was forced to switch from face-to-face to virtual contact. What a challenge to motivate the team from a distance, especially in a context of uncertainty and chaos like the beginning of the pandemic.
In most cases, the hybrid model is understood as a win-win, both for the company and the employee. It saves the company costs and increases motivation, given that HR management has always maintained that the more comfortable the employee is, the more productivity we would obtain from them. Today, remote work optimizes the quality of life of the worker, benefits the environment by reducing commutes, allows for the inclusion of more vulnerable groups, prevents urban migration, and enables work continuity even in extreme situations like a pandemic. However, its success will begin to be measured from now on, in the post-pandemic world we are just entering, where the new rhythm of the labor market and its response to these changes will be gauged, in addition to the economic crises caused by COVID-19.
The great hybrid worker experiment brings with it a worker who needs to have certain competencies incorporated and developed: a priori, self-management, organization, and, for the most part, self-motivation. The benefit of working from home means that, although we have virtual contact, it is necessary to develop a more exhaustive level of self-management of time, resources, and capabilities. Work integrates with home activities, making discipline and organization essential for the model to survive. Clearly, the result is to measure each worker by the achievement of objectives, in summary, by productivity.
The hybrid model challenges us with 100% results-oriented work %. Work ceases to be a place we go to and becomes what we do and the results we achieve. Visibility shifts from our person to our work. This is the challenge and hurdle for leaders and companies, but even more so for employees, as much is expected of them for the model to function properly. Those who fail to make it work will revert to the previous model of in-person attendance, so that the workspace organizes what has not been achieved autonomously in another sphere. But workspaces have changed. Many leaders have stopped going to the offices, which makes organization and motivation in the hands of each employee an urgent need to develop.
Adapting services to the hybrid model is another component of this grand experiment. We also understand that this relies on how the “hybrid worker” adapts and adjusts according to client needs. In a world where everything is intended to be instant, responsiveness is measured without the visual of physical presence as part of service quality. The world wants the two blue checkmarks for everything, the ability to speed up audio just like in WhatsApp, but with the results and culture of “right here, right now” also impacting the workspace.
The hybrid model versus different generations and their impact is also on the table. Millennials have seen the possibility of improving their quality of life, with a better work-life balance. Generation Z seeks out office spaces within the hybrid model for social exchange, fostering encounters with peers when attending the office. Millennials and Gen Z are digital natives, so this process has been very natural for them. They were born into a more rapidly changing world, and adaptability is commonplace.
Regarding Generation X, mostly in leadership positions in organizations, not attending the office and no longer seeing their teams negatively affected them at the beginning of the pandemic. But today, they have successfully integrated the remote work and distance leadership model with relative success. They were forced to evaluate their teams based on productivity and enjoy doing so. It is a generation that has spent many more years commuting to the office, has raised their children in this context, and therefore today allows itself to enjoy the benefits of this new hybrid model, focusing on their team and performance through results.
What do we believe are the keys to consolidating a hybrid model? It's something we in organizations are still building and deconstructing.
by Ximena Carbone | Human Capital Manager
