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Legal workplaces must be sure to optimise the “new world” hybrid model in a dynamic environment, write Professor Karin Sanders and Dr Andrew Dhaenens in collaboration with UniSearch.
The post-COVID-19 “new normal” has morphed into a seismic movement of “new world” behaviours, attitudes, priorities and expectations. And the workplace is at the epicentre of robust debate about what’s acceptable, realistic, and, importantly, what will optimise both culture and performance.
Despite initial challenges and resistance, the work-from-home (WFH) model was surprisingly well-received by many people due to its flexibility, ability to combine work and family life, and greater productivity (aided by often avoiding long commute times). Though subliminally, it’s also spearheaded the rise of individual choice, which directly opposes the traditional notion of organisational mandate.
While “flexibility” is the magic word, it’s a difficult term as it means something different for everyone. However, universally, hybrid work is viewed as an employee’s right more than before, and employee needs and wants are more ranging than ever.
However, it presents the reality to your firm; it’s clear the hybrid model is here to stay.
This challenge is compounded in that there’s no one way that hybrid work evolves nor a clear “textbook solution” of the measures to put into place to ensure its success. As such, hybrid work has become the bane of contention for employers versus employees in many industries, particularly the law, which historically has relied on the structure, hierarchy and personal interface that the hybrid model directly challenges.
This leads to the million-dollar question: why is it important to balance what employers versus employees want?
In a nutshell: to create (and sustain) a high-performance culture that equally values satisfaction and wellbeing, which promotes retention.
Our work at Hybrid Work Leadership (HWL) clearly demonstrates that the organisation’s response is directly aligned with performance and is a core element of retention and hiring new candidates: the number one challenge for many businesses. On this note, firms that do not offer hybrid work are increasingly at a disadvantage for talent.
Another core insight from HWL research lab is that employers should focus on managing activities and outcomes instead of measuring “desk time” and promote environments that prioritise learning and mentoring. In addition, the HWL encourages organisations to recognise that the situation is different for every organisation, and there’s no “one-size-that-fits-all” solution. Similarly, “new world” is dynamic and needs to be continuously monitored and assessed.
A practical response
While hybrid work allows employees to separate their independent and collaborative activities, it can be difficult to manage — particularly in professions deeply entrenched with the culture of in-person engagement. Here are some initial guidelines to help make “hybrid work, work”:
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