The COVID 19 pandemic has revealed at least one positive side: hybrid working - face-to-face and remote - is possible and even opportune for many economic sectors.
Most companies in the tertiary and other administrative sectors were thus able to maintain their activities, albeit with constraints, and even increase efficiency and effectiveness.
From a technical point of view, it should be noted that the level of digitalisation and computerisation of companies played a major role: the better the company’s IT tools and digitalised processes, the easier the transition from face-to-face to distance learning was.
However, one thing remains open: how do you manage a team when one part of the staff is face-to-face and the other is working remotely?
Let’s be honest, most middle managers were not prepared for this. While some found it a constructive, dynamic and participatory approach, others missed the point completely. For the latter, the period of tolerance due to the crisis situation is over and a new reality is emerging.
Managing a team face-to-face or remotely does not require the same methods. Moreover, a leader who is not consensual, not valued or chaotic in the face-to-face environment becomes a disaster in the remote environment for the employees, unless they can get away with it…
Managing remotely or in hybrid mode can be learned. Human Resources in the companies concerned would be well advised to set up “catch-up sessions” for managers:
• How did we manage the crisis from a managerial point of view?
• What was the experience of the employees?
• What are the positives and negatives after 18 months of ‘crisis’ as a leader?
• What needs to be done to include all employees, whether remote or face-to-face?
• How to evaluate the workload and efficiency of teleworkers compared to those who are present?
• How to avoid favouritism towards those who are present?
• How to keep young employees “in the loop” and pass on knowledge, skills and other added values?
As you can see, the list is long. Have companies learned from the crisis? Not so sure, if you listen to the stories of some employees…
The problem is not going to arise in the very short term but in the medium term. What is tolerable in times of crisis is no longer tolerable in normal times. But many companies think they have returned to the time before the crisis: at this level, one can choose between being naive or pretentious.
The question is often taboo in professional circles, as it is unthinkable to show shortcomings, weaknesses and potential for improvement, even though this is the best way to make progress. Let’s just say that the ostrich policy has a long way to go.
Good choice, good thoughts and good reading.