Hybrid working isn't a new concept, and its benefits have been proven long before the recent workplace transformations. Before the pandemic there were those of us who worked to this structure, for a multitude of reasons.
I, myself have been hybrid working for 16 years. During that time I crafted people strategies and remotely managed local and global Marketing, Talent and Integration teams successfully through seismic corporate shifts – that includes product launches, mergers, and acquisitions. Back in 2015 when Wood Mackenzie went through its significant £1.8 billion acquisition, I and many others were hybrid working. We were leading global teams using only Webex and spider phones, with our cameras switched off!
I was always grateful that my employers valued me enough to be flexible, even when it wasn’t always an easy arrangement for either of us. There had to be trust and communication. We had to find structures that worked for the business and that helped me continue to perform whilst working in this way. And I had to accept that the ‘privilege’ of hybrid working could be withdrawn at any time. Because we both acknowledged our vested interests in making the structure work, we worked together to make sure it did.
Now, in the era where workplaces have been revolutionised, everything has changed and at the same time nothing has.
As some employers look to return to how things used to be, many hybrid-working employees will resist, resulting in companies losing valuable talent and a dip in overall productivity.
It's crucial to champion hybrid working for a successful and balanced future. As we work with companies at Team HOi, we invite you to reach out to us, share your experiences, explore, and let us discover by asking your employees to shape a workplace that maximises talent and productivity.
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