Face-to-face or remotely? Talk to your employees

(Photo: Headway for Unsplash)

GUEST BLOG. For several months now, experts have been deciding on the procedure that organizations of all sizes and sectors should put in place to switch to a “hybrid” management mode.

With their advice, these experts try by all means to support managers who wish to reconcile compliance with post-Covid health measures in their efforts while ensuring that they create efficient work environments that encourage commitment and commitment. collaboration.

Employees and leaders generally disagree on their conception of a hybrid world, as indicated these two surveys (CROP and l’Ordre des CRHA) reported by Ici Radio-Canada.

The challenge is indeed enormous: succeed in “bringing employees and managers back to the office” while maintaining high performance levels to meet demand, and this, by putting in place working conditions that promote employee well-being. .

We cannot ignore the expectations and needs of our team. Let us remember that the strategic priority of several private and public organizations is to attract and retain employees and managers in a context of scarcity and shortage of manpower.

In the shadow of these debates currently taking place on very quantitative aspects related to teleworking, another dilemma lurks. If a company decides to require all of its staff to work in the employer’s offices every day, employees and managers will still have to adapt to hybrid mode. They will continue to use technological means popularized since the start of the pandemic, if only to interact with certain customers and suppliers who will be teleworking at least a few days a week. There is no escaping it.

This is where I invite you first to think about the hybrid world in strategic terms rather than letting yourself be overwhelmed by tactical considerations which are and will remain full of uncertainties and ambiguity.

I suggest that you first define the following elements:

Gasoline :

What is needed to meet the organization’s mission and how is this measured within each of the teams?

Clarity :

What is essential to the success of organizational objectives and how do we measure the daily progress of action plans in all business units?

The why :

What motivates the teams and the individuals who compose them to express the full potential of their talents to answer the two previous points?

To respond to these three elements, communicating authentically is fundamental to fostering trust, which in turn engenders collaboration, commitment and performance.

As mentioned this article recently published by the firm McKinsey, these elements are the bases of an organizational culture that promotes co-responsibility.

Based on trust, it takes shape in the behaviors of employees and managers who co-create a hybrid working world within the framework that stems from the essence and clarity mentioned above.

Today, it is the return to the office that is on the agenda. Tomorrow will be a technological change. The day after tomorrow, it will be important to implement another project for which you will need to have mutually maintained the communication channel and trust in order to co-create the “how” with all the stakeholders including the associations. unions and employers.

This is how employees will find added value in going physically to the office without feeling obligated to do so.

By imposing rigid rules instead of allowing co-creation within the framework, employees and managers will feel constrained instead of privileged. This will have the consequences we know in terms of commitment, loyalty, the employer brand and, consequently, on individual and organizational performance.

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