Getting Your Team Ready for the Hybrid Office

Getting Your Team Ready for the Hybrid Office

In all the years I’ve been a remote- advocate, there’s one thing I’ve consistently noticed when talking to remote workers: They almost never want to go back to the office. Recent studies have also shown that only 12% of employees are willing to work full-time from an office in the future.

Though it comes with its own challenges, it’s clear that implementing a workplace will be essential. It also requires a solid plan for getting your team on board before you decide to go back to the office, even if just for a couple of days per week.

Here are five ways of preparing your team for the switch.

Related: How to Support Your Returning Workforce

1. Provide guarantees for a safe work environment

Physical safety and stable mental are the chief priorities for most employees. Health hazards represent the primary difference between the office as we once knew it and the future of the workplace. So going back to the office naturally raises concerns.

But employees are well aware of these issues by now. Many of them were seriously concerned even before 2020 whenever the flu season was around the corner. A line can be drawn between a top employer who acknowledges employees as the company’s number-one asset and one whose priorities are elsewhere.

Put together a realistic plan to tackle in-office health, including:

  • Rethinking office paths.
  • Adding more space between desks.
  • Periodically running health check-ups on your staff.
  • Implementinging a strict room-booking system to prevent overcrowding.
  • Having people come into the office at different times of day.
  • Keeping routine meetings via video calls.

Present this plan to your employees before you ask them to return to the office so they can be aware of the new changes and suggest potential improvements.

2. Place the individual at the center of your business

Remote work has been challenging enough in the pandemic. In a hybrid setting, these obstacles will only accumulate. Within a hybrid workplace, every individual is likely to struggle with making the schedule work for them. As work keeps switching between the office and their screens at home, they might lose focus and .

This can put a halt on their professional-development goals, leaving them feeling like they haven’t achieved everything they wanted at the end of the year. Giving everyone the freedom to craft a schedule that suits their needs can prove a first good step to take in this regard.

Similarly, the issue of loneliness when working from home will persist for people who still haven’t adapted. Imposing a strict policy as to when people should come to the office won’t work for everyone. The few people who are feeling constricted or find it hard to focus at home will be better off with flexible choices that let them work from the office with their colleagues, even if just on a rotational basis.

To find all hidden problems, talk to your team — to every single person. Anonymous employee-feedback surveys or polls are appropriate approaches to receive the details of sensitive issues they wouldn’t want to otherwise disclose.

3. Ask employees for feedback before making any change

The pre-remote-work era was largely dependent on leadership decisions. Employee feedback was something not all organizations took seriously. Even when they did, surveys were sent too rarely. But working remotely highlighted the importance of listening to employees and meeting their demands. In turn, managers have gained relevant insights into how they could improve employee satisfaction, simply by talking to the people in their company.

Making a change within the hybrid office can always have a severely negative impact. Get everyone to come into the office and you might end up with half of your team sick. Force them to show up at strict office hours and you’ll lose them as they leave for more understanding employers.

Before you decide on anything, discuss it with everyone. Schedules, work processes, tools, concerns, team collaboration and independent wishes are all aspects to bring up before returning to your office.

4. Paving the way for new restrictions

Regardless of how strong your hybrid-workplace plans are, new restrictions are bound to appear, so don’t rely only on your office for specific project tasks. Make sure that everything you’re planning to handle in the office can be done at home too. Prepare a list of policies or guidelines, and don’t ditch a tool that might turn out to be your best on-project communication pathway.

Keep your team culture in mind at this point. Have a list of team-building activities your employees can bond over using video calls in case of a new lockdown. This is also the perfect time to tap into a global talent pool and start hiring non-locally. Bonus points for diversity right so you can benefit from fresh talent and new cultures.

Related: 17 Major Companies That Have Announced Employees Can Work Remotely Long Term

5. Prioritize transparency and trust

Keep everyone in the loop. Have a document anyone can access to see your roadmap to the hybrid office. Be fully honest when it comes to not being able to do something. If you can’t promise everyone will enjoy using a new collaboration app, let them know. The same goes for any time you need to reduce costs or prepare for a low-sales season.

8Nearly 90% of employees expect CEOs to speak out publicly regarding any new societal or local issues. Displaying trust and interest in keeping your employees safe gives them the mental security they need to worry less about what’s to come. Transparency is the keyword to hold on to as you’re preparing your team to join a hybrid workplace. Forget that, and you’re bound to see a sudden drop in your employee retention rates.

Alexandra Cote

 

By: Alexandra Cote/ Entrepreneur Leadership Network VIP

 

Source: Getting Your Team Ready for the Hybrid Office

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5 Workplace Behaviors That Impact Employee Mental Health

Even companies with the best intentions can sometimes take a wrong turn when trying to do right by their employees. Damaging habits and behaviors can inadvertently get absorbed into company culture; and when this happens, it can send the wrong signal about a company’s priorities and values. One of the biggest challenges lies in finding the sweet spot between business needs and employee welfare and happiness. Naturally, you want a high-performing team; but not at the expense of employee well-being and mental health.

Here, we take a closer look at some common workplace conventions—and the ways that they might be inadvertently undermining your mental health objectives.

    1. Having a “hustle” culture

It’s great to be productive, but over-emphasizing hard work and profitability can be a slippery slope to toxic productivity. It can lead to individuals attaching their feelings of self-worth to the amount of work they’re doing, and feeling like performance metrics are more important than their mental well-being.

Similarly, celebrating employees who stay late—or even lightly teasing those who start late and leave (or log-off) early (or on time)—can subtly contribute to a culture of overwork and performative busy-ness. Left unchecked, this can result in resentment and burnout among other employees who feel compelled to prove their own commitment to work .

A small fix:

Instead of celebrating regular overtime, try opening up communication about ways to include breaks and downtime throughout the day. You can support this with anecdotes about the healthy mental habits of people in the team (assuming they are open to sharing). For example: “Hey guys, Dave’s found a clever way to schedule regular breaks into his day around meetings!”

Also be sure to address long hours and overwork if you see a rising trend in the company, as it could be an indicator of unachievable work expectations.

2. Sending work emails or messages after hours

It happens to us all: maybe you only received a response on something late in the day, or you had an out-of-hours brainwave.

Sending the occasional evening or weekend message is fine, but doing it regularly implies that after-hours work is expected—which could pressure people into feeling they have to respond immediately.

The same goes for emails sent at the end of a working day with next-day deadlines (or, for example, Monday morning deadlines for work given out on Friday). These practices put a hefty burden on the recipient, which adds to stress and can contribute to burnout.

Now, it gets a bit harder to draw a line when you take into account the increasingly globalized world of work, which necessitates out-of-hours communications due to different time zones. But even in these cases, it helps to be explicit about expectations when sending messages, especially when you know the recipient is either about to log off or has signed off for the day.

A small fix:

If you need to send emails after hours or on weekends, be sure to add a note about how the email can be read or dealt with on the next working day. This takes pressure off the recipient and assures them that they won’t be penalized for not responding on the spot.

If you have a global team, it also helps to establish clear working hours for different countries, and to be clear about the fact that nobody is expected to read or respond to emails out of hours.

Also, no matter where in the world you or your recipient are, be sure to schedule enough time for them to deal with the task during their office hours! And remember—they may have other pre-existing work on their plate that might need to take precedence.

3. Only engaging in “shop-talk”

It’s easy to find things to talk about around the water cooler in the office. But take those organic run-ins out of the equation, and what you’re left with is often work chat and little else.

Working from home has made it harder to bond with colleagues. The natural tendency is to get work done and to only chat about the process, rarely (if ever) about other things.

This removes a big social aspect from work, which can take a significant mental toll on employees and affect their enjoyment of work. This is especially apparent for employees who don’t already have solid work friend groups, either because they’re new or because their friends have since left the company.

A small fix:

There’s so much more to people than just who they are at work. To get some non-work conversations going, design interactions that aren’t work related.

You could set up a monthly ‘coffee roulette’ to group random employees up for a chat. This can help to break the ice a bit and link up individuals who might not otherwise speak during work hours. Or you could arrange sharing sessions where people are encouraged to talk about their challenges and triumphs from life outside the workplace.

Another alternative is to set up interest groups in the company, to help like-minded employees find each other and bond over a shared interest in certain hobbies or things.

4. Only having group chats and check-ins

Big group check-ins and catch-up meetings are important. But group settings can pressure people to put a good spin on things, or cause them to feel like they’re being irrational or weak for struggling when everyone else seems to be doing well. 

This could result in problems being missed and getting out of hand, which in turn can take a big toll on mental health and well-being.

A small fix:

Some people may not be willing to speak candidly to a large group, so be sure to set aside time for employees to speak one-to-one to a manager who can  address any problems that may arise. It’s also important to make sure everyone understands that they won’t be penalized or looked down on for speaking up about any issues they may be having.

5. Not talking about mental wellness

Perhaps the biggest way your company might be undermining mental health is simply by… not talking about it.

Some managers may not feel equipped to have these conversations, or may not be sure about the etiquette or convention around holding these conversations. But by not broaching these topics at all, employees may feel like they can’t speak out about things they’re struggling with.

The result is a rose-tinted veneer that may be hiding deeper problems under the surface. And studies show there likely are problems. According to the CDC, 1 in 5 employed adults in the U.S. experienced a mental health issue back in the previous year, with 71% of adults reporting at least one symptom of stress. That number has likely shot up now.

A small fix:

Be candid about mental health and encourage people to share their burdens and struggles—especially leaders. You can help by actively promoting good habits like mindfulness and meditation, proper work-life balance, and reaching out for help when necessary.

By being more honest about struggles and mental wellness challenges, managers can reduce the stigma and create a more open culture where people feel able to admit they’re struggling.

As a company, it’s important to be careful about the ripple effects that even small actions—or, in some cases, inaction—may have on employees. The simple fact is that the signals you send may be reinforcing unhealthy habits.

That’s why it’s so important to be aware of deeper currents that run in your organization and to proactively address any harmful behaviors.

By staying aware and making a few small tweaks and behavioral changes, you can hit the reset button when necessary and encourage good habits that protect employee mental wellness.

For more tips on how to build a more inclusive workplace culture that supports your employees’ mental well-being and happiness, check out:

By: https://www.calm.com/

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TEDx Talks

Is Mental Health important​ in the workplace? Tom explores all things related to workplace mental health, including mental health in school workplaces, in this insightful video. Tom helps employers figure out mental health at work. He reviews workplaces, trains managers and writes plans. Since 2012 he has interviewed more than 130 people, surveyed thousands and worked across the UK with corporations, civil service, charities, the public sector, schools and small business. Tom has worked with national mental health charities Mind and Time to Change and consults widely across the UK. He lives in Norfolk and is mildly obsessed with cricket and camping.

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