4 January 2023
6 July 2022
Prior to 2019, few organizations had made the move to remote work. Yet, according to Statistics Canada and Gallup, about 40% of Canadians have a job that can be done from home and the proportion rises to almost 50% for the United States.
If there is one positive thing that has come out of the pandemic, it is that remote working is a feasible way to operate. Better yet, studies show that working from home has even had a positive impact on productivity and work-life balance.
Today, remote working is even part of employees’ expectations.
According to a Gallup study, only 9% of (American) employees want to return to the office full time.
The majority of people are therefore looking to work exclusively or partially remotely. In a context where the labour shortage is strong, this is a parameter that cannot be neglected and organizations must deal with this new reality.
Being successful in hybrid mode goes far beyond establishing a fixed number of days in the office. We must also prevent this type of feedback:
It's been a long time since I've seen my team. I don't really feel like I belong to the organization. I feel alone in my work.
Have you heard similar comments in your organization? If so: beware, there is a lot to be done! It is important to implement collaboration, communication, and proximity practices that not only fit the hybrid mode but also stimulate the wellbeing, mobilization, and performance of teams.
Beyond the logistical, legal, and health issues, the implementation of a hybrid work mode leads organizations to ask themselves new questions, of a cultural nature:
If work practices change and people change, it seems logical that the organization should change as well. Logical, isn’t it?
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