In Switzerland, we have a historical and cultural attachment to compromise, with the very positive and constructive results that we know, despite what some people may say…
In the field of workspaces, this compromise is often not acceptable, both from a financial or efficiency point of view and with regard to management and employees.
However, many companies, for some reason, do not go all the way through the process, nor do they try to find an integrated and inclusive global solution in terms of workspaces: it is “telework” or “face-to-face” but not both; they favour mobility but want employees to be at their place of work every day; they recommend video-conferencing but value face-to-face meetings, they provide tools for remote working but limit access, etc.
Each company must adopt an operating system (face-to-face, remote, partial, mixed, offshore, onshore, etc.) that corresponds to its DNA or its activities, but it must go all the way to the end of the reflection!
The feedback received and the observations made show that we are doing “anything, anywhere, anyhow” in this area and that is a pity because no one wins in this game.
The new normal at work - for service sector companies in any case - is to combine several elements and offer a range of approaches within a clearly expressed framework. Here are some of the questions that should be asked in this regard:
• Do we have the infrastructure and premises that allow mobility and flexibility in and out of the office? If not, what are we doing?
• Are our workflows adapted to a mix of face-to-face and remote work? Can/will we adapt them accordingly?
• Do we have technical and legal constraints to apply remote working and if so, can we avoid or reduce these constraints?
• How do we value distance and/or face-to-face learning in the company? Is face-to-face learning felt as an asset by staff and management and why? is it better valued, better recognised, etc?
• Have human resources integrated the new work realities or are they totally reactive? Has management been trained in these changes?
• Have we put all the tools and rules in place so that management and staff feel comfortable with the concept because doubt does not benefit the concept?
• Have we demystified some of the unspoken beliefs that being present means working better and more efficiently, for example?
These are just a few examples that show that the subject is complex, and that the reflection must be carried out in full. Too many companies are in the middle of the road and are unable to generate real added value to the concept: it is clear that with this approach, failure and backtracking are programmed!
Surrounding yourself with the right resources and knowledge is the first step, the second being to learn to listen to and trust those who have mastered such solutions.
Have a good week, good thoughts and see you soon >