Working on making hybrid work, work

Poly, released “Hybrid Heaven or Hell? The whitepaper “The Journey To Hybrid Working” discusses how organizations can succeed in hybrid work by reshaping their corporate culture.

Technology, design, and office settings have all received a lot of attention. However, organizations must take into account the culture of hybrid working in order to overcome obstacles that could jeopardize the success of hybrid working.

A recent survey conducted by Gartner found that 76% of HR leaders now believe that hybrid work undermines employees’ sense of belonging to the culture of the company.

According to the Poly study, presenteeism and office presence are frequently closely linked to productivity, which contributes to hybrid solution issues.

The research found that, despite having the right technology and office design, the majority of businesses have not implemented a culture that will be able to complement the amenities because doing so requires a lot of work and intentionality. Naturally, Gartner found that only one in four hybrid workers felt connected to their company’s culture, allowing for high turnover.

For hybrid working methods to be successful, it is necessary to establish a successful hybrid culture. Before the pandemic, Poly’s research found that individual desks occupied an average of 65% of office space. If hybrid models are used strategically, this should go down to around 40%, according to expectations.

The study also found that the right technology must be used to support the right spaces in order to create a successful hybrid work culture. Even though digital equity in synchronous meetings is essential, asynchronous communication must be taken into consideration when teams meet less frequently in person and may be dispersed across different time zones.

Renewing one’s mind: reshaping the culture of the company Relearning the workplace and work expectations is an essential step in reestablishing the culture of hybrid working. To ensure that employees know what they can rely on to bring about this kind of change, it is essential that organizations share a unified vision and direction that goes beyond the strictly tactical to take a firm stance on the hybrid culture.

Face-to-face gatherings need to be reorganized around specific goals and outcomes, network building needs to be promoted more purposefully, and precise, evidence-based standards need to be established for when people should come in and when they can work from home. According to the Poly study, leadership ought to take center stage whenever a crystal clear vision needs to be established.

Applying change from the top down According to the research, the CEO and C-Suite need to communicate with the organization about hybrid work solutions in order for them to be successful. They need to emphasize their role in the culture of the company and how changing the culture will require both a top-down and bottom-up strategy.

A strict set of granular rules may not work in workplaces where employees feel like they have some degree of control over their working lives for the first time, despite the study’s emphasis on leadership’s crucial role in culture setting.

Leadership and support from top managers must be paired with a certain amount of team empowerment for teams to successfully manage hybrid work.

The entire paper titled “Hybrid Heaven or Hell? The hybrid journey is working here.

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