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Making the Shift to a Hybrid Working Model: Are You Ready?
The document discusses the transition to a hybrid working model, emphasizing the importance of flexibility and a culture of trust within organizations. It highlights the need for leaders to manage with empathy and for employees to actively engage in building connections and communication in a remote environment. Key statistics indicate that high-trust companies see significant benefits in employee engagement and productivity, making trust a critical aspect of thriving in a hybrid workplace.
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Making the Shift to a Hybrid Working Model: Are You Ready?
- 1. Proprietary and Confidential.Not for reproduction or distribution without prior written consent. Making the Shift to a Hybrid Working Model: Are you ready? June 22, 2021
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- 3. 3 We are aglobal change consultancy focused on the people side of change Because organizations don’t change… Percentage of core Daggerwing clients in the Fortune 500 70% FORTUNE 500 Daggerwing was named a Global Leader in communications and change management consulting* TOP 10 GLOBAL RATING Breadth of countries where Daggerwing has worked with clients over the past 3 years 35 COUNTRIES people do.
- 4. 4 What today's about… We won’t giveyou a playbook for getting back in the office – that’s not what today is about. We will provide a different perspective on the challenges of transitioning to a hybrid model. We will give you insights and actions on how to create a working environment that can enable all workers to thrive. In the next 30 minutes, here’s what you can expect: 1 2 3
- 5. 5 Flexibility is the coreprinciple
- 6. 6 39% of employees would considerquitting if their employer wasn’t flexible about remote work.
- 7. 7 The hybrid workingmodel will be the norm in 2021 and beyond… of leaders say their company is considering redesigning office space for hybrid work. of employees want flexible remote work options to stay. of employees want more in- person work or collaboration post-pandemic. 66% 73% 67%
- 8. 8 Many organizations havealready flagged their models
- 9. 9 The change isbigger than we think... Always onsite Hybrid model From… To… Fully remote (>1 year) Hybrid model Always onsite or
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- 11. 11 The transition tohybrid working BASIC NEEDS PSYCHOLOGICAL NEEDS THRIVING @ WORK Getting people set-up and functional Ensuring inclusion, well-being, career development, and culture Awareness and accountability of leaders, managers and employees to create an environment where people thrive Successful Hybrid Working Model New work model announcement Addressing the psychological needs Focusing on what employees need to thrive 1 2 3
- 12. 12 of supervisors andmanagers expressed low self-confidence in their ability to manage workers remotely. 40% ~ Personal and professional networks have shrunk by… 16% 12
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- 15. 15 LEADERS need to createa culture of trust Three areas of focus to enable a thriving hybrid workplace MANAGERS need to lead with empathy EMPLOYEES must proactively play a part 1 2 3
- 16. 16 Leaders do not drivethe change LEADERS need to create a culture of trust... ...now more than ever HUMAN FAILURE FACTORS
- 17. 17 Statistics show that,among other things, low trust… 17 Affects your bottom line Has a big impact on employees’ mental health, career choices and sense of belonging Drives staff turnover and limits your talent pipeline
- 18. 18 Compared with people atlow-trust companies, people at high-trust companies report… 76% More engagement 50% Higher productivity 106% More energy at work 74% Less stress 40% Less burnout 13% Fewer sick days
- 19. 19 Building a cultureof trust in a hybrid environment
- 20. 20 Building a cultureof trust in a hybrid environment GIVE trust first
- 21. 21 Building a cultureof trust in a hybrid environment GIVE trust first FOSTER physical & psychological safety
- 22. 22 Building a cultureof trust in a hybrid environment GIVE trust first LISTEN, listen, listen FOSTER physical & psychological safety
- 23. 23 Building a cultureof trust in a hybrid environment GIVE trust first FOSTER physical & psychological safety LISTEN, listen, listen COMMUNICATE more than ever
- 24. 24 Building a cultureof trust in a hybrid environment GIVE trust first FOSTER physical & psychological safety LISTEN, listen, listen COMMUNICATE more than ever BE HUMAN and transparent (even when you don’t have the answers)
- 25. 25 Building a cultureof trust in a hybrid environment GIVE trust first FOSTER physical & psychological safety LISTEN, listen, listen COMMUNICATE more than ever DEI is important BE HUMAN and transparent (even when you don’t have the answers)
- 26. 26 Building a cultureof trust in a hybrid environment GIVE trust first FOSTER physical & psychological safety LISTEN, listen, listen COMMUNICATE more than ever BE HUMAN and transparent (even when you don’t have the answers) DEI is important
- 27. 27 Common biases not surfacedor addressed HUMAN FAILURE FACTORS MANAGERS need to lead with empathy
- 28. 28 Empathy has adirect impact on a business’ bottom line… especially NOW of employees more likely to stay with a company if they empathized with their needs. of employees would consider leaving their current company if they displayed less empathy. of employees willing to work longer hours for an empathetic employer. 92% 72% 77%
- 29. 29 There are manycognitive biases that can arise… Favoring action over inaction, even if this will not necessarily lead to the best outcome. A preference for what is closest to us (in time or physical distance). The tendency to be consistent with what we’ve already done or said we will do, particularly if this is public knowledge. Action Bias Proximity Bias Bandwagon Effect Commitment Bias Decisions based on the things our friends/ colleagues are going to do.
- 30. 30 Upskilling managers to haveempathy is key in future of work An empathetic leader is someone who… Can sense the needs and emotions of those around them Can express compassion Is trustworthy and genuine Makes space to talk about things other than task or work related Can look beyond their own view or perspective to understand the experience of others Listens with the intent to understand with an open mind 30
- 31. 31 People are notenabled or encouraged to develop new skills and behaviors EMPLOYEES must proactively play a part HUMAN FAILURE FACTORS
- 32. 32 Two-thirds of employeesfeel less connected working from home. – Microsoft One-third (32%) worry that “out of sight” means “out of mind” when it comes to promotions. – Microsoft Nearly half (48%) feel that they need to communicate more to demonstrate their value, and 36% said that it is harder for them to make an impact when they are working remotely. – Microsoft 67% of people say burnout has worsened during the pandemic. – Indeed and there are real challenges…
- 33. 33 How do employeesneed to act differently? Building connections How can they effectively build relationships and collaborate in a hybrid environment? Motivation and energy How can they ensure they are creating healthy boundaries to maintain energy? Communication and visibility How can they ensure they are getting credit for work if they’re not there? How can they ensure visibility among leaders and peers? 33
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- 35. 35 Summary FLEXIBILITY Flexibility is acore principle and a talent demand 100% VIRTUAL 100% virtual to hybrid is a BIG change THRIVE @ WORK Enable employees to THRIVE in the new model BE HUMAN Focus on trust, human connection, and fairness
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- 37. Thank you. Malek ElRefaie, Principal melrefaie@daggerwinggroup.com Michelle Mahony, Senior Principal mmahony@daggerwinggroup.com