KR HR & TRAINING NEWS ARCHIVE

How can organisations successfully implement a hybrid workforce as we transition back to the office?

The pandemic has significantly changed the pattern of working in many organisations during the last eighteen months. The different forms the new world of work can take, combined with the myriad of issues to consider, can be overwhelming to businesses.

So, what needs to be considered when implementing a hybrid approach?

WHAT IS HYBRID WORKING?

Hybrid working is a type of flexible working where an employee splits their time between the workplace and working remotely, either from home or another office hub. There are many benefits to hybrid working with employees reporting they have a better work-life balance, are better off financially and have more leisure time (from not having to commute).

Despite its benefits, it also has its fair share of challenges, such as fairly distributing the workload and ensuring that everyone feels sufficiently supported and included whether virtually or in person. 

WHAT DOES HYBRID WORKING MEAN FOR YOUR ORGANISATION?

Hybrid working will differ from organisation to organisation and many businesses need to consider how they might meet this new employee demand and what businesses need to put in place to ensure this new way of working is effective.

Not all employees will want to work from home and not all of them will want to work from the office either. It is about accommodating both sides, understanding what works for some and not for others.

INTRODUCING HYBRID WORKING

The introduction of hybrid working will require establishing new ways of working along with new or updated policies and practices. Employers should therefore consider reviewing and adapting an existing flexible working policy to include hybrid working (and how to request hybrid working) or introduce a separate hybrid working policy.

Employers need  to think about what ideal daily percentage of their workforce they could support working remotely without impacting client engagement, mental health or team culture.

Employees may well have concerns and it is important to listen to those concerns and be understanding to their situation and be supportive. 

SUCCESSFUL HYBRID WORKING

Effective communication is key to successful hybrid working and poor communication will have a negative impact on the whole team. Hybrid working team cohesion is important as some employee’s office days may not coincide.

Find out which tasks are best suited to home-days and which are suited to office-days – time spent in the office needs to be meaningful.

WHAT ARE THE LEGAL IMPLICATIONS OF HYBRID WORKING?

The CIPD highlight that organisations will need to give careful consideration to the contractual implications of hybrid working.

Although hybrid working can be informal without a contractual change, there would however be a contractual change if an employee made a formal request for hybrid working through a flexible working policy. Currently the government is pressing ahead with a consultation on plans to give everyone the right to request flexible working from the first day in a job (rather than the current 26 weeks).

All contracts must legally specify a contractual location and this wouldn’t necessarily change as a result of hybrid working although employees who may have changed to working from home permanent would need to have their home address as their workplace.

EXPENSES

Travel between a person’s home and place of work is not normally considered a valid business expense but what happens within a hybrid workforce when the ‘place of work’ is the office and the employee had to come into the office more than usual for a period of time. If the office is the employee’s work base then the employee would not be able to claim any expensable mileage into the workplace.

Managing this requires a clear policy and guidance on travel expenses, This is why identifying a ‘base’ location for each employee becomes so valuable.

Expense claims from hybrid employees for home office equipment is a new expenses too. Ensure there is a clear policy to provide workers with a guide to what can be claimed, acceptable costs for various items such as chairs and/or additional monitors, and who owns these items.

HOW TO SUPPORT EMPLOYEE WELLBEING

The mental health and wellbeing of employees should remain the primary concern as organisations move into the new hybrid working model. As businesses move to hybrid working it is important to ensure that employees manage to connect with one another.This could be through team days within the office (when restrictions allow) or perhaps an outdoor activity or walk, joint project work, team lunches (virtual or in-person) or regular calls with remote employees.

Encourage conversations within teams about experience of hybrid working, and start open conversations about mental health. Experiences of hybrid working will vary between staff members; it’s important to check in.

Communicate the importance of taking regular self-care breaks to your team.

HOW CAN EMPLOYEE PERFORMANCE BE MANAGED WHEN WORKING AT HOME?

Managers will not be able to monitor every aspect of an employees work when they are hybrid working. However, managers will need to reassess how to measure performance; this may be through outcomes, contribution and value.

INCLUSION AND FAIRNESS

In a hybrid environment, employers must ensure that equal opportunity is given to all employees for career progression and development and that there is a fair distribution of workload.

Be aware that time spent in the office is not an indicator of performance.  Colleagues who spend more time working on-site are not more productive or dedicated than those working remotely, or vice versa.

If you’re organising social events for your team (e.g. team lunches), make sure that there is a good balance of virtual and in-person events and that they are planned well in advance.

HOW CAN KR HR & TRAINING CONSULTANCY HELP?

Whether you are an employer looking to take proactive steps to successfully develop a hybrid working policy or are worried about managing and measuring employee performance, then do get in touch.