What has 2020 taught us about flexible working?
Since the start of the pandemic, decisions on home or office working have largely been dictated by Government guidance. In the absence of Government intervention going forward, how will companies decide on the best approach?
Since the pandemic, some companies have decided on a ‘remote-first’ policy. Others have opted for the hybrid model, ‘office-occasional’, where employees work both from home and in the office. For some, it is a necessity for ‘office-first’, particularly for frontline workers, and employees occupying roles in areas such as manufacturing, which cannot be undertaken from home. Research over the past 12 months has indicated the benefits of flexible working, both for employers and employees.
What we have learnt about hybrid working
1. A flexible workplace is not for everyone
First and foremost, workplace flexibility is not going to suit every role. There is the risk that ‘office-first’ workers will feel neglected because they do not have the perks of working from home. It is therefore important to consider how this group should be kept engaged.
Also, where companies allow both office and remote working, there is an increased risk of creating inclusion problems. Companies may unintentionally form an ‘in-group’ and an ‘out-group’. This two-group dynamic needs to be managed carefully to reduce any potential conflict.
2. Remote employees need the tools for the job
For employees to be able to do work from home effectively, they need the tools for the job.
The pandemic has accentuated the socio-economic disparities amongst those working remotely. For example, if you have the luxury of living in a big house, with an office, outdoor space and a decent WIFI connection, working from home can be very agreeable. However, it is unlikely to hold the same appeal for someone forced to work from their sofa, in an overcrowded flat, with a flaky WiFi connection.
Now that we are coming out of crisis mode, careful thought and planning needs to be applied in considering the long-term impact for homeworkers. Are they able to work safely (workstation assessments), securely (data protection and contingency) and efficiently (ease of access to information and communication through systems)? Companies need to consider the socio-economic impact of home working; in particular, the cost of broadband, availability of suitable workspaces and whether the cost of re-introducing travel is a driving factor in a preference for home working.
3. Working from home requires different processes and procedures
For employees working remotely, policy, procedure and development interventions should include the following:
- making the most from the technology and equipment
- time management
- data protection and confidentiality
- conducting their own DSE assessment
- separating work and home – space and time
- recognising stress symptoms
- good screen practice – maximum time, and breaks
- wellbeing
- online meeting and communications etiquette – when to and when not to use different types
4. Remote performance management requires new processes
Organisations should adapt their processes to accommodate remote performance management. That sounds rather formal, but it’s essentially good communication: setting objectives, keeping performance checks and balances, along with providing timely feedback. New considerations will be around how to bring teams, working in a variety of ways, together, and how to avoid employees becoming isolated. These interventions should start with consultation, development of new policies and procedures, as well as developing interventions to communicate these new ways of working and how to apply them in practice.
5. It’s not one-size-fits all, a tailored approach is required.
Some employees have enjoyed the benefits of homeworking, there’s no question. Yet others have found work processes difficult and have found they miss the organic social interaction that office life provides. It’s important to understand the needs of your workforce and ascertain how your company can meet your employees’ needs and provide feedback. It’s still early days for hybrid working, and we are yet to determine the full impact in terms of internal and external customer satisfaction, effectiveness of communication and on-the-job learning. As companies continue to evolve and learn, we can only trial approaches, gather feedback and make adjustments along the way.
At West HR, we’ve already supported organisations with conducting employee surveys, creating and updating hybrid and flexible working policies. Do you want to make flexible working work for your company? Get in touch for an initial chat.
