Organizations Cannot Apply One Size Fits When Designing a Hybrid Work Structure: Study

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Organizations cannot apply a single model when designing a hybrid work structure, according to a recent study from Dell Technologies.

Dell Technologies shared ideas to help organizations in Asia Pacific and Japan (APJ) keep up with the future of hybrid work. Entitled Leading the Next Hybrid Workforce, the document offers expert insight, building on findings from the Dell Technologies Remote Work Readiness (RWR) Index, which was launched earlier this year.

It analyzed the role of organizations in shaping a hybrid working future and includes insights and recommendations from four experts – Australian RMIT speaker Dr Julian Waters-Lynch, Japan-based management consultant Rochelle Kopp, speaker NUS Dr Rashimah Rajah from Singapore, as well as Mallory Loone, co-founder of learning and engagement firm Work Inspires in Malaysia.

According to the document, organizations cannot approach hybrid work from an operational and technical perspective and apply a single model. Instead, employers should focus on employee preferences to help them succeed in a remote work environment.

“To co-design an inclusive hybrid workplace, experts recommended more open communication between employers and employees. They stressed the need to strike a balance between flexible working and regularity – in the form of time dedicated to team meetings – to preserve culture and social interaction. “, says the report.

Role of leaders

The four experts also stressed that leaders have a critical role to play in the future of hybrid work.

“They need to clearly establish fundamental and innovative changes in their organizations to move forward, while showing empathy and compassion for the challenges their employees are likely to face – such as lack of communication in person, as well as the blurred lines between professional and personal life, “It said.

Additionally, leaders should also seek to build trust with their employees and adopt a results-oriented mindset while avoiding micromanagement.

Experts also called for more deliberate efforts to strengthen culture and learning to enable innovation and collaboration, while warning of the risk of cultural divisions between home and home workers. office. This can lead to conflicts in office dynamics and perceived imbalances between the two groups.

“One suggestion is that employers redirect their saved budget towards daily office expenses and reinvest in dedicated and regular activities for social engagement between employees, such as team lunches or interactive training sessions. This helps to create more opportunities for an organic exchange of ideas. as well as the chance to foster trust and stronger working relationships among team members, ”according to the report.

“With today’s work no longer anchored in one place and at one point in time, organizations must focus on results and be ready to help their employees effectively fulfill their professional and personal roles,” wherever they work, ”said Jean-Guillaume Pons, senior. Vice President and General Manager, Client Solutions Group, Asia Pacific, Japan and Greater China, Dell Technologies.

“While eight out of 10 employees in APJ have said they are willing to work remotely long-term, there are still a number of factors to consider,” Pons said.

“As we move into the future of work, we hope that this information and learning can help organizations shape a hybrid and ready-to-do workforce based on their business needs,” he said. he adds.


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