The success factors on the road to a hybrid working environment are multifaceted. In this article, you will learn how to make the most of your situation as a manager, team leader, CEO or executive in the HR department.
The world is VUCA
In this context, the terms „New Work“ and „Work 4.0„, which involve a fundamental transformation in terms of work, leadership and organization, are omnipresent. The COVID-19 pandemic has accelerated this transformation by signaling the need for companies to change.
The analysis of planned and unplanned change must always be carried out holistically
To Company-relevant transformations, such as the introduction of a hybrid working model, the first conceptual step can be to determine in advance the strategic success factors which are decisive for sustainable success. Changes should always be designed based on the variables that influence success.
At the same time it is again analyze centrally, what effects Transformations in individual divisions to other corporate divisions or functions have. If necessary, areas that are indirectly or directly related to the original focused transformation must then undergo a change. This is the only way to ensure that a focused transformation is successful in the long term.
In this respect, a relevant transformation project, regardless of whether it is highly focused or more broadly based, always requires a holistic, interdependent approach. This applies all the more to the sustainable introduction of hybrid working models, as these have a massive impact on the entire company.
Accordingly, hybrid working models are both drivers and drivers of transformation.
The question that initially arises when analyzing transformation projects and therefore also when implementing hybrid working models sustainably is the following. What dimensions can we use to view and evaluate the planned transformation? Specifically: Which areas need to be analyzed and considered directly and indirectly in order to optimally implement the focused or broader transformation project?
The sustainable implementation of hybrid working models is a key task for top management
Prof. Dr. Frank Keuper
The main task of top management is to coordinate the mutually influencing strategic transformation parameters in a target-oriented manner Strategy, organization, technology and culture. In the course of the current primacy of digital technologies with regard to corporate success, the focus in strategic corporate management, in the context of the technology dimension, is on the Digitization placed.
The Corporate strategy expresses the way in which the company's objectives are to be achieved. At the same time, the Code of Conduct specifies how the formal Organization and the Digitization into concrete behavioral possibilities. This will only lead to corporate success if the people involved in the Corporate culture The informal rules and structures that are expressed in this way ensure that employees and managers are willing to behave in a purpose-oriented manner that is in line with objectives and strategy.
Transformation Framework
In the sense of a closed transformation approach it is therefore unavoidable, both Consistency between the four design parameters as well as Congruence between these parameters and the situational context factors to preserve.
In this respect, when introducing and designing hybrid working models, their effects on the areas of strategy, organization, digitalization and culture must be recorded and adjustments made where necessary. At the same time, attention can be paid to hybrid working models from the perspective of the four strategic action parameters. The aim here is to ensure that the working models are designed in accordance with the four „dimension specifications“. Only then will hybrid working models lead to a Win-win-win situation for employees, Customers and the company.
We were able to expand both our generic Transformation Framework as well as our Transformation framework for hybrid working models We have been able to sufficiently verify and validate the plausibility of our findings in the context of our project experience and with the help of qualitative and quantitative studies that we have conducted ourselves.
The future of work is hybrid, not digital
According to a study by the Boston Consulting Group (BCG), the change in the world of work - intensified by the COVID-19 pandemic - has reached many companies. Compared to 2019, the offer of flexible working policies by companies increased from 15 percent to 68 percent in 2020 (Ferreira, José; Claver, Pablo, Pereira, Pedro and Thomaz, Sebastiao. „Remote Working and the Platform of the Future.“ Boston Consulting Group, October 10, 2020).
The hybrid working world ⎼ a curse or a blessing
The hybrid form of working poses challenges not only for employees and managers, but also for employers. Increasing job satisfaction and higher motivation among employees in conjunction with the opportunity to reconcile work and private life are offset by the difficulty of separating work and private life. Added to this is the increased psychological stress caused by growing personal responsibility and the risk of isolation and loneliness.
As part of our project experience and with the help of our own qualitative and quantitative studies, we were also able to identify the strategic success factors of our Transformation frameworks for hybrid working models further operationalize.
One input for us was the study „Remote Working and the Platform of the Future“ by the Boston Consulting Group (Ferreira, José; Claver, Pablo, Pereira, Pedro and Thomaz, Sebastiao. „Remote Working and the Platform of the Future.“ Boston Consulting Group, October 10, 2020). The path to hybrid working is explored there using seven dimensions, albeit with little justification.
However, as explained at the beginning in the sense of a closed implementation approach for hybrid working models is unavoidable, to maintain consistency between the four design parameters of strategy, organization, digitalization and corporate culture as well as congruence between these parameters and the situational context factors.
The success factors on the road to a hybrid working world are:
1. the Strategy - New Work connection
In the context of the strategic view, one defines the Employees, Customer and company goals, that one would like to achieve with a hybrid working model (e.g: „Increased employee satisfaction“, „More flexible customer orientation“ and „Increased innovative capacity“). The question of how to structure the combination of home office, remote work and presence needs to be clarified.
From the Corporate Purpose, if available, the Reason for promoting hybrid working understandable be. The pressure to sustainably implement hybrid working models can also be used to utilize the idea of hybrid working as a fragment for the design of the corporate purpose.
Of course, the defined Goals with the corporate strategy and to be included in the Integrate the business model. This point creates clarity for all employees about the strategy and the associated goals and demonstrates commitment to the changes. It also motivates the entire organization in its efforts to achieve the goals.
2. the Organization - New Work connection
Hybrid working models require New structures, that enable employees to work creatively and productively in the way that makes the most sense for them. What is required is a Targeted work, where the Focus on results stands.
Flat hierarchies are a MUST for the successful implementation of hybrid working models in order to enable fast, flexible, employee-oriented and appreciative communication. Due to the physical distance and the associated difficulties in communication, employees need Employees freedom to make decisions.
In the first step, a Review of activities to evaluate which tasks require a personal presence and which can be completed virtually. The next step is to restructure the productivity measurement processes and adapt the reporting structures.
In the context of the new hybrid work organization, the Office takes on a whole new meaning. The office must be motivating and emotional meeting place function. Teams need meeting and conference rooms that need to be reorganized. The aim here is to provide resilient office space.
These can be flexibly adapted by employees to suit their needs. Here the Activity-based work in the foreground. This working style allows employees to choose from a variety of working environments based on their current needs.
3. the Culture - New Work connection
In order to create a WIN-WIN-WIN situation for all parties involved, the Focus on corporate culture to provide. Companies need a Hybrid corporate culture, to be able to live hybrid working models at all. A culture of trust, appreciation and openness is essential.
Hybrid working models require a new hybrid management style. This forms the bridge between the analog and digital worlds of work. Managers must ensure that a Equal opportunities between employees in the office and at remote locations. This Management style takes into account the changing needs of employees, and involves managers changing their behavior in order to individually tailored to your employees and the working environment.
The ability to understand the needs of employees despite physical distance and virtual social intimacy characterizes the New role of managers. People have been talking about managers as mentors and coaches for years, but now the time has come - „butter to the fish“.
Obstacles that stand in the way of employees must be removed. Control must be relinquished and an attitude of trust adopted instead. This increases productivity, promotes motivation and creativity and allows innovation to flourish.
The balance between virtuality and presence requires New rules of cooperation, to counteract the possible feeling of anonymity and declining company identification ex ante. Emotional topics require face-to-face discussions. Work assignments, on the other hand, can take place virtually. Virtual formats can also be developed to replace face-to-face meetings in the office and maintain the team spirit. The Self-management of employees can be encouraged to overcome mental challenges.
4 The Digitization - New Work connection
The Provision of the latest digital systems and tools is essential in order to be able to live a hybrid working model. The latest digital technologies imply location-independent control and execution of activities and processes as well as virtual performance measurement and management. Comprehensive hardware and software equipment for employees to use at home and on the move is a matter of course. Even more important, however, is the provision of state-of-the-art digital technologies that enable the Interaction and collaboration between employees as if they were in the office or at the customer's premises.
Conclusion on the success factors on the way to a hybrid working environment
New work and hybrid working models are part of the corporate transformation. Transformation means Change through critical reflection in order to NEW to START, the STATUS QUO to CHANGE and the BUSINESS to EXPAND.
Hybrid Working models are at the same time Drivers and Driven of the transformation. As a transformation fractal, hybrid working models require a holistic Observation, to ensure the success of the implementation.
Strategy, Organization, Digitization and Corporate culture - the Transformation parameters of top management and cornerstones one Transformation architecture - are massively influenced by the implementation of hybrid working models and in turn influence the design and success of hybrid working models.
Ultimately, the sentence from Frank Zappa quoted at the beginning applies: ONE SIZE DOES NOT FIT ALL.
If you would like to know more about the success factors on the way to a hybrid working environment, please contact us. We are here for you at any time!
What are hybrid working models and how can companies implement them?
Hybrid working models combine elements of teleworking and face-to-face working and offer employees the flexibility to work from different locations. Implementing a hybrid working model requires careful planning and clear communication with employees to ensure that everyone involved understands and meets expectations. It may also be necessary to provide technical resources and training to facilitate working from home. It is also important to encourage employees to develop productive work practices and maintain collaboration and communication.
What are the advantages and disadvantages of hybrid working models for employers and employees?
Hybrid working models offer advantages and disadvantages for both employers and employees. The advantages for employers include greater employee satisfaction and retention, higher productivity and efficiency and better use of resources such as office space. Employees can benefit from a better work-life balance and more flexibility. Disadvantages include poorer collaboration and communication and a possible deterioration in team spirit. Employees may also have difficulty separating work and private life and finding a suitable workplace.
How can employees work successfully in a hybrid working model and maintain a good work-life balance?
To be successful in a hybrid work model and achieve a good work-life balance, employees should take some important steps. These include setting up a suitable workspace at home, creating clear boundaries between work and home life, developing a productive work routine, maintaining good communication with colleagues and superiors, and maintaining a healthy work-life balance. It is also important to receive regular feedback from colleagues and supervisors to ensure that work results meet expectations and to make adjustments where necessary to improve the quality of work.
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About the author
Tim S. Tabrizi is the founder and managing director of Ihr Coaching Institut (Frankfurt). Certified Executive Coach (ICF, DBVC) with over 15 years of experience. 35 coaches throughout Germany. LinkedIn profile | Your coaching institute on LinkedIn