What the hybrid work model looks like

The pandemic has forced employers to remodel their ways of working. A lot of employees stayed at home, fulfilling their professional duties in home office mode. Today, the situation is slowly normalizing, but not all companies will decide to return to full-time offices. Employers are looking with increasing interest towards a hybrid model of work.
The labor market is one area that has been very much affected by the negative consequences of the pandemic. Redundancies, pay cuts, and deserted offices are just a few of them. On the other hand, the epidemic threat has resulted in changes of an organizational nature, and these are likely to become entrenched.
One of the effects of the coronavirus is the introduction of a hybrid work model – a combination of home office and stationary work, in various configurations. This solution seems to have been created for the current reality
At the beginning of the pandemic, many companies, out of concern for employee safety, switched to home office. However, today it can be seen that such a model does not always work, because, for example, not every employee has the conditions at home to be able to concentrate on their tasks.
In this situation, the solution is a hybrid model, which allows you to adapt the way of working to the needs, capabilities and expectations of individual employees.
What does the hybrid work model look like?
Hybrid work is a combination of home office and stationary work.
The most common variations of the hybrid work model are:
– division into permanent sections: teams working only stationary and only remotely,
– rotational version: the team is divided into groups working remotely and stationary – from time to time the groups swap,
– individual choice: in this option, employees usually work remotely, but the office is at their disposal at all times.
In the case of remote work, a task-based work system with clear delegation of tasks to be performed at a given time works well. It is also necessary to have trust, but also to be able to control the progress and availability status of individual employees.
Working in a blended model – good practices
1) Online meetings: it is a good idea to have video conferences at regular times to avoid the feeling of isolation, especially for employees who are constantly working remotely.
2) In the case of a hybrid model, employees who work remotely should also participate in the conference in order to provide equal opportunities to participate in the discussion
Do not limit the use of instant messaging – support the establishment of less formal relationships and the integration of the dispersed team.Introduce clear rules of communication: remember that in the case of non-verbal communication it is easy to overinterpret and misunderstand, try to convey simple, clear messages. Respond to feedback. Create space for discussion – both in groups, e.g. during daily briefings, and individually. 4.
4. if possible organize offline meetings, ensure team integration and sense of community.
Hybrid approach to work in difficult times of pandemic is a solution that supports employee health. Thanks to this we limit the risk of getting infected for example during the commute to work by public transport, as well as the possibility of spreading the virus among team members, which may be associated with the need to temporarily close the company due to quarantine.
This solution has also other beneficial aspects: saving time (work without commuting) and office operating costs, better use of working time (employees working according to preferences are usually more efficient), the possibility of employing more people (no space limitations), better use of talent potential (tying them to the company by providing preferred working conditions).
However, all this will only be possible if we – as employers – understand that working in a hybrid model not only gives employees freedom and satisfaction, but also brings communication challenges and risks associated with a sense of isolation.

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