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Creating happy hybrid teams
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The “Great Disconnection.” Two-thirds of workers report feeling less connected with their colleagues in the pandemic shift to remote working. This disconnection is one of the largest drivers of voluntary employee turnover—one that’s cost US companies more than $400 billion annually. Because connection is such a crucial part of employee retention, managers should tackle it proactively, since spontaneous in-person watercooler conversations and coffee chitchats may happen less frequently in a hybrid workplace. [HBR] |
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Unhappy hour. Just as we’re rethinking hybrid work, so too can we reimagine team-building events into more inclusive, and potentially less alcohol-focused, activities. That’s especially important for the more than 14 million people in the US with an alcohol-use disorder, according to a 2019 survey. Cooking classes, book clubs, and game nights can bond your team members in fun ways that don’t exclude those who don’t want to—or can’t—indulge in alcohol. [Fortune] |
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Who’s in and who’s out. As companies continue to ponder return-to-work models, many are considering a hybrid approach. The potential benefits of a hybrid workplace include increased flexibility and productivity, lower costs, and better employee experience. But hybrid virtual models can run the risk of creating two separate organizational cultures—with the in-person culture dominating as workers benefit from on-site collaboration and colocation, our research shows. Meanwhile, the virtual workforce may feel left out and isolated, as a sense of belonging and common purpose get lost across the workforce and organizational performance deteriorates. |
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Making hybrid work for you. As you’re reimagining your postpandemic organization, pay heed to the effect of your choices on organizational culture: on the ties that bind your teams and on the core aspects of your leadership. There’s no single hybrid virtual model that works for every company, but the ideal model for your organization is one that will give stability, social cohesion, and a sense of identity and belonging to all employees—whether they’re in the office full-time, never, or sometimes. We’ve identified various hybrid models for leaders to consider, the factors involved in managing the transition, and metrics to ensure your new model is working. |
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| — Edited by Justine Jablonska |
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