Hybrid working is not a choice

We got a little spoiled. The economy has never run so well and after the hectic pace and uncertainty, there is again room for overview and confidence. For example, according to the CBS more vacancies than ever and unemployment is at its lowest. In addition, countless employees are like zzp continued, which drives up the price of labor further.

We have recently had a massive taste of the new freedoms: setting your own times, fewer traffic jams, less travel time, no distracting open-plan offices and often more autonomy. With this calm in society, the willingness to switch jobs has also increased. Less uncertainty in the market means that employees are willing to take more risks.

And then we also have to formalize our new way of working. Are we going hybrid or not? If you look at the things we do at the office, you roughly arrive at the following six things.

  1. Producing/actual working.

  2. Meetings (internal and external meetings).

  3. Devising solutions (creative processes).

  4. Learning/developing.

  5. socialize.

  6. Create engagement.

For the first three points above, the space where you sit must in particular match the activity you are doing there. And that the coffee is good. Both of these things cannot be found in every office anyway. At least not how they are set up now.

We don’t just learn/develop from books or webinars. We learn most in practice. That means that the juniors need the seniors (and in fact, with all the innovations and technological developments, the seniors also need the juniors more and more). So we really need to find each other and work together.

Socializing is essential to develop the company culture, but socializing often goes a lot faster at an event or in the pub. Or at least at the lunch table instead of in a conference room or in the office garden.

Indeed, to create engagement with the company you need a fixed location for trophies, mission/visions and status symbols. But the most important thing is that as an organization you do what you say and your employees support what you do.

In fact, everything is possible outside the (own) office, provided you give employees the freedom to organize it optimally. Discuss with your team how you want to work and how you will determine when it is successful. Just like in business planning, you want to be able to measure the result in order to reflect and adjust.

Also think of events/outings, external locations, the right technology, training to make people handy. But perhaps most importantly, you teach people how to collaborate online. And how managers become and inspire more leaders. And above all let go.

And then it gets interesting. Also in the field of wellbeing. For the employees themselves, but also, and that is perhaps the most important thing to really make a difference, for the organization. Simply put: Letting go builds trust. Promotes trust wellbeing. Higher wellbeing encourages higher performance and productivity. Higher productivity makes letting go easier.

You only get trust if you give it yourself first. It’s about transparency. Do what you say and stand for what you do. So let not the management determine what hybrid working will look like. Decide together with your team how and where you want to work. If you get that right, then hybrid working will definitely bring a lot of benefits. For everyone.

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