Hybrid Working: Providing staff a flexible, safe return to work

Hybrid working models – a combination of working flexibly from home and the office – presents companies with both opportunities and challenges. The Clear Company’s latest Virtual Diversity Forum explored the topic of Hybrid, flexible and smart working with a safe return to the office. Managing Consultant, Sarah Ramsden shares some of the key findings from the event on how to prepare for a flexible and safe return to work.

Hybrid working presents a unique opportunity to change how time at work is managed. As businesses co-ordinate a welcome and safe return to the office for staff, they have to navigate through complex post-lockdown changes; and introduce effective ways of working while prioritising employee wellbeing. In short, they need to consider a raft of challenges and changes to ensure work can be carried out efficiently.

Diversity and inclusion (D&I) professionals attending the event, shared some of their experiences of working through the pandemic; as well as their plans for returning to the office.

LOCKDOWN SUCCESSES

Good communication and employee wellbeing were central to the discussions.  Claire Jones, Non-Executive Director of Clear Talents who works in D&I across several sectors, highlighted changes to the top five adjustments companies are currently focusing on. “Consistent themes included regular communication; adjustments for increased stress; anxiety and depression; support for health conditions; and clarity around plans going forwards,” she noted.

The discussions revealed a high level of attention and detail that businesses are giving to ensure regular communication with staff; as well as investing in employee wellbeing initiatives. Some examples include:

• Resilience workshops to help with tips on how to maintain resilience and provide the chance to talk.
• Output based working around caring responsibilities.
• Meeting-free hours away from Zoom. Teams allowed time away from the desk – in fresh air – while it’s light.
• People feeling more included through virtual communications.
• Leaders connecting virtually, leading to a wider reach and deeper level conversations; and checking in how people are feeling to understand what their staff need to thrive.

INCLUSION AND FLEXIBILITY

Ursula Tavender, Founder and Director of Flexpo, noted that one positive take away from the pandemic, is that companies have “an opportunity of a lifetime” to make workplaces more inclusive; and to build equity into all opportunities. Her top tips include:

• Treat this workplace return like it’s a return from an extended leave. 
• Look at working processes at the team level; what are they delivering and what will work for them?
• This allows organisations and managers to work collaboratively with individuals and personalise the experience.

GETTING READY FOR WORKPLACE RETURN

Our poll, which took place at the virtual event, revealed that 70% of the D&I audience had already started to prepare for a return to the workplace. Additionally, much of the preparation was based on feedback from employees to support the way forward.

Jenny Allen, Head of Talent and Organisational Performance at Balfour Beatty shared how her organisation had learnt a lot about the importance of having regular conversations throughout the pandemic. However, she emphasised that in returning to the workplace, it’s also important to separate temporary measures put in place for the pandemic from the guidance of what needs to happen going forwards.  

Recognising that face-to-face interaction is essential on many occasions, Allen’s top tips include:

• Use feedback and focus groups to guide what happens.
• Focus on outcomes not presenteeism.
• Focus on wellbeing and resilience.
• Hold informal conversations; as well as task meetings.
• Involve leaders. Their visibility is closely linked to the success and confidence of initiatives.

RE-SET, RE-ENGAGE, RE-PURPOSE

There was an overall consensus that virtual working amid the pandemic has been – and can continue to be – successful. Additionally, it has a major part to play in creating inclusive workplaces. However, it’s vital to support managers to navigate them through how the new way of hybrid working can work for their teams.  Having good communication processes and ensuring plans are put in place ahead of staff returning to work, are also essential to the success of a safe workplace return.

Finally, leaders should remember to take some of the work-related learnings that worked well during the pandemic, to their new hybrid model; and treat this next phase as an opportunity to re-set, re-engage and re-purpose.  

AUTHOR BIOGRAPHY

Sarah Ramsden, Managing Consultant at The Clear Company, has 20+ years of HR experience at a strategic level working with boards and senior executive teams in the UK’s leading global STEM companies.  She delivers inclusion training to global clients including Leadership Development, and has proven results in improving Inclusive Leadership Capability, Inclusive Culture Behavioural Change, Employee Engagement and Diverse Senior Leadership.