The so-called “hybrid” work model with alternating presence between the workplace and the home seems to be taking root in many companies in the secondary (for the administrative part) and tertiary sectors.
Beyond the technical solutions and the successful new workspace arrangements, the main difficulty consists in finding a management model, a business model that is adapted and efficient.
Declaring that we are in favour of hybrid work does not yet mean that we will be able to manage it effectively and with the subtleties that this presupposes.
Conducting face-to-face and remote work are two very different things because the various ‘codes’ are not the same: perception and human relations are not the same.
The saying goes “out of sight, out of mind”. A leader, for example, will tend to solicit and value the people present more. During video conferences with face-to-face and remote participants, for example, have you ever noticed that the firsts were more often “active” and questioned, giving their opinions more often than the seconds, and that the group dynamic was thus “split” in two?
The leader’s responsibility is total because he/she is the group facilitator. Therefore, it is necessary to:
• Prepare these “mixed” sessions well.
• Do not show any favouritism - intentional or not - towards the people in the office, otherwise everyone will want to come back to the office, forced or coerced…
• Solicit all employees with the same rigour, the same rhythm, and the same empathy, whether they are present or not.
• Don’t assume that remote employees are expendable day and night, or worse, that they do nothing.
• Learn to give clear assignments and mandates with clear objectives to allow people to work independently.
• Require the presence of the group only to encourage communication, interaction and to allow work on issues requiring shared expertise.
• Evaluate the work done fairly, whether it is face-to-face or distance learning.
• In short, to give confidence while mastering the right alchemy between face-to-face and distance learning.
As far as we know, there is no management school that deals with this subject in a concrete way: you must learn on the job and practice. Good communication and regular exchanges with peers on these subjects are also factors for success.
Finally, believing that the younger generation is more capable of practising this hybrid management is a bit of a leap. The advantages of technological speed and spontaneity are often offset by the experience of the older generation: it is not a question of generational issues but rather of how to be and do things.
Good choice, good thoughts, and good reading.