The New Hybrid Workplace has for many been our new daily routine. Some have managed exceptionally well while others may have felt relegated to somewhere in outer Siberia.
According to Martine Haas at The Wharton Business School,"The rewards of remote work are indeed substantial. Employees have reported higher job satisfaction because of the flexibility and have proven they aren’t slacking off just because they’re home. And everyone has adapted quickly to the digital tools that enable remote work." For employees, the downside includes "A power differential... simply through physical access to the workplace..." where on-site employees can take advantage of all the resources available at the office, whether those resources are things or people. And employees who are in close proximity can more easily network and collaborate." Another downside, argues Haas is that “not being present for informal interactions leaves remote workers feeling out of the loop and last to know. Being remote may also lead employees to feel more isolated and lacking the relationships and connections that provide social support.” For managers, the downside is that they will have to learn to navigate this new normal hybrid workplace. That means that they must be more attuned to recognizing that, as Haas notes, "each employee will differ in “hybrid competence” and need different support from the boss." “If you’re a manager, you’re going to need to understand what your employees are facing.”
How will you as an employee or as a manager deal in this new environment. The risks and rewards are real and they should be recognized as such. Managers must rise to the occasion and learn to think outside their time-tested, supervisory toolbox. This may not be the forever new hybrid workplace but it is the new workplace for some time to come.
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