The new workplace: what young entrepreneurs need to know
From OUR EDITORIAL STAFF we have believed it convenient to make available to our readers information about how the distribution of work is being managed in relation to the training they are willing to accept for their staff.
Therefore, we are going to clarify some concepts of interest below:
– Hybrid teams include team members who work part of the time in the office, part from home, and perhaps part of a third location, such as a coworking space or coffee shop, or a combination of all of these.
– Hybrid teams are not new, in many virtual teams there is a dominant location where several people are based, and other people are part of the team, but they rarely meet face to face.
– However, COVID-19 has increased the number and complexity of these teams in the medium term and perhaps permanently.
That is why in today’s hybrid teams, we can have a variety of working modes:
– People who work full time in the office.
– People who attend part of the week.
– People who are permanently at home or who work from other remote locations.
Coordinating this activity and building effective teams where people have very different work experiences is a new challenge for many managers and team leaders.
What does hybrid leadership mean?
Hybrid leadership means leading people who work part of the time in the office, part of the time from home, and perhaps part of a third location, such as a coworking space or coffee shop, or a combination of all of these. Hybrid teams are not new, but leading people in this environment is new to many leaders.
As leaders, we are challenged, to the extent possible, to create an equivalent employee experience with our people near and far; overcoming the proximity bias and adapting our leadership style.
There are a number of hybrid leadership programs where you can learn practical techniques on how to do it.
In a virtual and hybrid post-COVID world (where some people are in the room and others aren’t), meetings are becoming the norm for collaboration between teams and clients, by MS Teams, Zoom, WebEx and many others. platforms.
Jobs and entire industries that relied on face-to-face contact are redesigning their services and interactions to go virtual.
Unfortunately, these virtual and hybrid meetings are often poorly managed and fail to build engagement and participation.
It does not have to be this way. If you need to excel in this new environment, then your ability to run engaging, inclusive and effective virtual and hybrid meetings will need to be a key part of your toolkit.
Lead Remote and Virtual Teams: Manage yourself and others in remote and hybrid teams or when working from home
Companies must also learn
Businesses want to learn practical tips, techniques, and tools on how to deliver the benefits of remote and hybrid work to increase productivity and engagement, reduce costs, and develop a sustainable way of working for both employees and the organization.
When implementing hybrid systems, ways must be found to overcome some of the lingering challenges and concerns of working remotely, collaborating virtually, and leading others. Therefore, within the range of concerns that leaders should take into account for these situations, it is convenient to ask some questions:
– How can we socialize and maintain relationships with our peers?
– How do we stay visible when working remotely?
– How should we communicate and manage our virtual meetings?
– How should we organize our hybrid teams to get the best of both worlds?
– How can we exercise control and manage performance in this more distributed environment?
– What is the best way to organize our collaboration?
– How can we improve diversity and inclusion when working remotely?
– How can we maintain our well-being when working from home?
– How do we maintain creativity virtually?
Transitioning to a Hybrid Work Model: Which Skills Matter
As companies return to the office, many are adopting a hybrid working model. Those that are making the change are updating policies and processes. And that means updating your employee training program. Here are 5 skills you can include to help your employees build a successful hybrid workplace.
Creating a successful hybrid work environment
Remote work is no longer just a nice perk offered by some companies. These days, it’s a key benefit that employees expect. As businesses return to their offices, many find value in a hybrid work model that still allows for flexibility.
Being open to both in-office workers and remote workers broadens your potential workforce pool. And it shows support for employee well-being. But this kind of flexibility also affects the way your organization operates. It means rethinking policies and processes. And it means reevaluating your employee training for a hybrid workforce.
Why training is crucial to the success of the hybrid model
It should also be analyzed and delved into what type of training will be most useful as the company makes the transition.
What is a hybrid working model?
A hybrid workplace is a mix of in-office and remote work. The management supports both and the employees choose what is best for them. Or, they can switch between the two based on their needs. Hybrid work is adjusted to support the best work-life balance for employees. And it increases productivity and profitability.
There are many reasons to go for a hybrid, including:
– More flexibility and a good work/life balance for existing employees.
– An attractive benefit for potential employees.
– More efficiency and higher income.
– Lower overall operating costs.
It’s no wonder so many companies are updating their remote work policies. But while the move may be common, hybrid work looks different for every company.
As the world moves toward the “new normal” of business, flexibility takes many forms. From hybrid working to asynchronous hours to adopting a four-day work week, companies are making big changes. And the new flexible working models also present some challenges.
For example:
– Difficulty in ensuring the equal development of employees for both groups.
– Workflow interruptions when not everyone can get together for a quick meeting.
– Growing concern about cybersecurity as more work is done online.
– Isolation and fewer opportunities to develop relationships, trust and belonging.
The challenges are not insignificant. But with the right approach, including a solid training plan, you can set yourself up for success in a more flexible work structure.
The Role of Training in the Hybrid Workplace
No matter how strong their L&D strategy was before the pandemic, organizations need to review it now. Those who are transitioning to a flexible work model will want to rethink and review their training program for a hybrid workforce. That means taking a hard look at how they deliver the training and what content will be most useful.
The how
When you switch to a hybrid work model, you naturally think of moving to online learning. Remote training is the easiest way to reach all staff. And it is likely that the distribution of time between the operational work of people and the training that each one will carry out at their own pace will change much. Which means finding the best technology and tools to empower remote workers.
Invest in a remote training LMS (Learning Management System) that is simple to use and robust enough to support multiple file types for more engaging training. Make sure employees can easily log in and participate no matter where they are.
The fact that
A more flexible work model will require new skill sets for the company. The way people work together will look different. This is how the objectives of any company are achieved. They must be prepared to upgrade or retrain employees accordingly, so include content that helps people develop meaningful remote working relationships, helping them learn the skills and knowledge they need to manage the new infrastructure .
5 Important Skills for a Successful Hybrid Job
Specific skills are needed to be successful in hybrid work. Knowing where to start will help you build a solid strategy for implementing the training. Here is a list of 5 skills to focus on as you develop your training plan for the new work environment.
- Technology and Processes
Prepare people to use the tools necessary to do their jobs. The unexpected move to remote work accelerated the digital transformation that was already happening in many companies. Now things like video conferencing, messaging apps, and project management software are commonplace in business.
You have to introduce employees to the technology that will keep them communicating effectively. They also need to be brought up to speed on processes and best practices for success, including:
– Specify how to handle task handovers.
– Teach time management skills.
– Describe policies on what communication must occur face-to-face (including via video conferencing) and what can be asynchronous.
For example, regular status updates are likely to be via email or asynchronous messaging. But if a problem arises that could delay a project, make sure people know it’s best to call the team leader right away.
- Online security
With more work being done online, it’s a good idea to train teams on cybersecurity. Teach employees how to prevent viruses from damaging their work computers, so educate them on how to protect sensitive data. This means offering specific instructions on how to handle work devices when working from public spaces or in shared spaces at home.
More remote work means more information online. And that means more risks of data breaches. That’s why you need to give your workforce the skills and awareness to protect your business from cyberattacks.
- Communication
Communication should be a top priority in a hybrid workplace. Being able to discuss concerns and resolve differences is particularly important. When people don’t meet regularly, they don’t have the opportunity to naturally solve problems or exchange ideas.
Build strong teams by training employees to handle the specific communication challenges faced by remote teams. For example, teaching them how to constructively raise and discuss their concerns. Effective email writing skills should be developed to avoid communication problems when issues cannot be discussed in real time. And also, you have to prepare people to speak openly and respectfully in order to strengthen working relationships, thus avoiding misunderstandings that can derail the team’s work.
- Teamwork
Good teamwork skills are important in any successful company. But remote teams need a special approach to work together effectively. It can be easy to sit back in video conferences and not contribute in the same way that you would in an in-person meeting. Include courses that teach collaboration and inclusion to help people participate and encourage others to do the same.
Additionally, best practices and proper etiquette for remote interactions should be taught. Also let employees know what is considered appropriate attire for Zoom meetings. You also need to make sure everyone understands what professional behavior looks like in these settings. And make it clear that people are expected to speak with the same respect that they would if they were in person.
It’s all too easy for people to become casual in their interactions or forget to communicate with colleagues when they’re just a stone’s throw away from the office. Training them on how to properly appear online and offline will help build strong teams.
- Leadership
Prepare team leaders for success by focusing on leadership techniques for a hybrid workplace. When leaders can’t see employees at work and check what they’re doing, they need to know how to communicate and ensure accountability. Teach them the skills to communicate their expectations and have crucial conversations with employees who don’t meet expectations.
It’s also a good idea to focus on diversity and inclusion training. Educate leaders on how to provide the same care and guidance to in-office and remote workers. This kind of awareness avoids the “us vs. them” mentality that can develop in a hybrid workplace. And it helps managers see where their leadership is needed most to keep the team working well together.
Training for a successful hybrid workforce
Flexible work patterns look different in every organization. There is also no “one size fits all” approach to implementing a hybrid work model. But one thing you can count on, no matter what the situation, is that training becomes critical to success.
Providing the right content is important. And having the right delivery methods is also essential if you want it to stick. Reaching and engaging all employees is critical to delivering meaningful training.
Try to use the best available digital solutions to level the playing field for both in-office and remote employees. The right approach will set employees up for success no matter where they are.
Postgraduates and how to balance training and work
The current challenge for employers and new employees alike is how quickly postgraduates can become “really useful” without the same level of “enriching, structured learning” they received in college and business school.
Graduates whose undergraduate and graduate education was disrupted by the pandemic, and whose only work experience might have been a remote “location,” are poised to enter workplaces that are grappling with hybrid work as well as budgets of reduced training.
According to a report by the Chartered Institute of Personnel and Development (CIPD), a human resources association, around a third of UK organizations reported reducing their learning and development budgets, headcount and use of external consultants during the pandemic.
That, plus the social distancing requirement, explains the shift to technology platforms. Before 2020, only 36% of organizations used webinars or virtual classrooms, according to ICPD, rising to 51% in 2021. For graduates, training is more mixed than ever, says Alastair Woods, global co-leader of PwC people analytics. “If you’re training to be an auditor or analyst, a higher proportion is online.”
Simon Hallett, director of resources at Deloitte, says the pandemic forced the professional services firm to re-evaluate its training and to consider “whether we needed to go back to face-to-face after going 100% online.” The firm has embraced a 50:50 mix of online and in-person learning.
New work patterns and take care that competitiveness is not lost
The benefits of online learning for graduates are that they can learn at their own pace and repeat lessons. Employers are now exploring how to bring their new employees up to speed with new work patterns and organizational culture, as well as developing their soft skills, such as communication, as well as the technical skills that are actually required to do their jobs.
“Companies that don’t update their training models in response to hybrid working will become less competitive,” says Jeff Maggioncalda, CEO of Coursera, a course provider.
In many ways, hybrid postgraduate education will have served as good preparation for the new workplace, even if companies are still adjusting to the new realities. But some patterns are becoming clear.
One approach that is likely to persist is buddy systems, which many organizations have introduced or reinforced during the pandemic. Consulting firm Oliver Wyman, for example, is pairing recent graduates with two or three senior people for informal check-ins, rather than the one or two it used to assign before the pandemic.
At Standard Chartered, the bank’s approach is in line with its hybrid working patterns, internally dubbed “Future Workplace, Now”. It includes a mix of hands-on, face-to-face learning and online training. All graduates have access to a global learning platform called diSCover, which provides training in areas such as sustainable finance, digital banking and cyber security. To help with professional growth and personal development, this financial institution also encourages feedback through a digital tool: it recently ran a “Feedback5” challenge that encouraged all employees to provide weekly feedback for five weeks.
The more you share as a team, the more you learn
Chris Hirst, CEO of Havas Creative: “Without being around people it’s very difficult to learn professional skills.”
Harriet Skipworth, director of learning and development at Oliver Wyman, says “the pandemic has fueled new initiatives,” such as signing up for Degreed, a platform that facilitates just-in-time e-learning. The heavy use of video conferencing has also changed the way the consultancy thinks about training. “The benefits of doing quick drilldowns, polls, putting something on Zoom chat, are at the back of our minds as we design new programs now,” says Ella Skipworth.
Technology can even help teach soft skills and reinforce learning. Dominic Putt, learning and development expert at PwC, says his online platform relies on cognitive science and machine learning to send personalized questions to users.
“If we want people to change their behavior, they have to remember what they’re supposed to do differently,” he says. Regular reviews help students remember information longer and create new habits.
Used well, technology can also complement face-to-face training by helping graduates prepare ahead of time. Putt gives the example of students watching videos on theory and techniques before meeting with their peers and moving on to sessions “with actors playing different characters so people can practice how they might respond.”
At Deloitte, junior employees develop professional speaking and writing skills through off-site programs and virtual workshops. Using the company’s Toastmasters network, they can practice presentation and speaking skills in a virtual environment.
Whether you’re the boss, the deputy, or moving up the ladder, we’re changing the way the world works.
The company is also creating a new website to support training and educate staff about its culture. A report from the University of Leeds Business School looking at the experiences of remote interns recommends that employers promote aspects of organizational culture online, such as “etiquette and norms” about communication and formality, and “examples of the values of the company in practice.
Yet there is much that can be taught online, back-to-the-office advocates argue. Goldman Sachs CEO David Solomon has been notably critical of the need for young graduates and postgraduates to learn by osmosis, made easier when people can listen in on conversations and watch experienced colleagues in meetings or negotiations. “Without being around people, it’s very difficult to learn those vocational skills,” says Hirst, who advocates a combination of remote and office work.
The risk of working from home too much, says Helen Hughes, associate professor at the University of Leeds Business School and co-author of the report on remote internships, is that young people just starting a job don’t understand workplace norms.
She says some of the interns she surveyed struggled to manage their workload because they found it difficult to “understand that the ups and downs were normal when they couldn’t compare” their experience to that of their peers in the office.
The research also found that while young employees quickly acquired digital skills, this masked “deep-seated insecurities about work life in general,” making the challenges employees face “more difficult for employees to recognize and address.” organizations,” says Hughes.
Some graduates who started at Oliver Wyman during the pandemic will repeat parts of their training. “The learning model is much more difficult to work remotely,” says Skipworth. However, Charlie Ball, senior labor market intelligence consultant at Jisc, a UK-based non-profit technology provider, says learning in the office is not an argument for forcing younger workers back. full time. “In general, younger workers like hybrid work,” he says.
Employers’ insistence that osmotic learning can only be facilitated by going back to the office can smack of “laziness” on the part of employers, says Hirst. “The youngest person in a meeting will very commonly sit in a meeting. The advice, spoken or not, is to simply watch and learn. Very little effort or imagination is required to give that person a clear role without pretending that they will be the chief strategy officer. Give them a slide to present, ask them for their opinion; the return of that can be beneficial.”