The word ‘hybrid’ seems to be very much in vogue this year, both in terms of cars and workspaces. But we need to agree on the definition of the hybrid approach.
According to the dictionary, hybrid means “composed of two elements of a different nature abnormally joined together, which participates in two or more ensembles, genres, styles”.
Leaving the field of cars aside, let’s deal with workspaces by noting some definitions expressed by professional partners about their hybrid sides:
• Activities carried out both in the workplace and from home.
• Work done face-to-face at the workplace or remotely, i.e., at home or elsewhere.
• With processing of physical documents and/or via “e-documents” exclusively (dematerialisation).
• At a dedicated workplace or at a workplace somewhere in the company (space sharing).
As can be seen above, some companies are finding different interpretations of the “original” hybrid model of face-to-face and remote (or virtual) working.
Opting for a hybrid mode of operation means above all a change of culture, of management model, of support for employees, of responsibilities, in short of functioning / operating. It means training middle managers to manage differently and to confront employees with new realities.
Although COVID-19 forced companies to opt for this ‘new’ operating model, it should not be forgotten that this was an obligation in most cases, the empirical approach of which was sometimes questionable. In other words, moving from the ‘traditional’ way of operating to a ‘crisis’ approach and finally to the ‘new normal’ is something that must be learned and supported.
Even though most companies have gradually found their feet with the hybrid model, some of them face significant challenges. External neutral support can be a good solution to review the various components (legal, technical, ergonomic, management, etc.).
In any case, companies should opt for a model that fits the internal culture and efficient operation.
Good luck, and good reading.