• May 21, 2022

Hibrit Çalışma Dünyası İçin Planlama

 Hibrit Çalışma Dünyası İçin Planlama

As the boundaries between work and home continue to blur, companies are considering a number of models to keep teams busy. While an increasing number of organizations are bringing their employees back to the office after more than a year at home, others have decided to continue allowing people to work remotely. Then there are hybrid scenarios, a new way of working to support the future of work that continues to provide employees with continued flexibility balanced with the need for face-to-face collaboration and connectivity, and was in place long before the pandemic. A real-time opportunity for companies to learn how to simultaneously foster a remote and high-contact.

man standing on top of the mountain
Maintaining organizational culture has never been more difficult. People felt isolated, and the lack of impromptu interactions means that the chance to integrate and generate ideas must have a different flavor. Still, the pandemic has served as a road test for policies and technology developments and investments that enable collaborative work without face-to-face interaction. Our Deloitte analysis shows at least 100 digital remote collaboration tools have been released or developed in the first eight months of 2020, and according to a recent Back to Work survey of 275 executives, 68% expect to implement a hybrid working model between them. physical and virtual work.

When people don’t share physical space, they still need efficient ways to work together. In the transition to hybrid work, leaders cannot overlook the value of high-contact collaboration, and there are practical, accessible ways to prepare teams and organizations for this change.

Create work environments that encourage collaboration
Deloitte’s 2021 Global Human Capital Trends research shows executives clearly see a future where multiple scenarios are the norm, including those involving both in-office and remote work. Nearly half (47%) of said their organization plans to focus on scenarios in the future, up from 23% pre-pandemic. One way business leaders can do this is by creating immersive environments where teams can collaborate effectively remotely. For example, there is an emerging category of tools that aims to enable employees to connect, share experiences, and engage in simulated real-life scenarios using augmented or virtual reality (AR/VR) technologies. On such platforms, users

Companies that invest in such technologies are emerging stronger in the post-pandemic recovery: 76% of executives say their organizations are very successful in integrating advanced technologies into their core business strategies to be more agile, According to a recent Deloitte survey, events in 2020 are better than their peers. better.

In a hybrid operating model, physical spaces are redesigned to foster better collaboration and achieve compelling results in an otherwise purely virtual environment. Office spaces, for example, are transforming to accommodate smaller office footprints while emphasizing spaces for networking and culture. This can be achieved with campus-style centers and an emphasis on the education space where colleagues can come together and individual spaces or offices become team spaces.

The need to support high-contact collaboration for remote workers will continue, even as many workers revert to face-to-face and hybrid working models. This will require much more flexibility in workplace planning – the process of identifying and filling anticipated gaps in supply and demand for an organization’s key talent – ​​not to mention new opportunities for employees to achieve work-life integration.

Gaining ground: New skills for the workplace
Remote and hybrid environments have allowed organizations to interact with employees in much more flexible terms. The 2021 Deloitte Global Resilience Report showed that by 2020, nearly three-quarters (72%) of organizations that have implemented processes to easily reposition people into different roles are better equipped to survive the pandemic.

In a survey of more than 2,200 senior executives examining how they are managing this “new normal,” we asked whether they have already implemented or plan to implement a set of actions or programs to make their workforces more empowered. adaptable. This included implementing processes to easily relocate workers to other roles or projects, providing training or rotation programs to enable reskilling, and providing workers with flexible working options.

Specifically, adaptability was the workforce attribute that executives said was most critical to their organization’s future (54% of respondents). Tech-savvy ranked second with 40% of senior leaders saying it was the most impressive

median workforce characteristic.

Remote and hybrid work environments enable organizations to interact with employees on much more flexible terms. Whether your organization is returning to pre-pandemic norms or looking significantly different after the crisis, you can be sure that the motivations of your stakeholders have changed. Consider how the following can help your company adapt to the transition to hybrid working:

Introducing new digital collaboration platforms
Allowing greater flexibility in how and where work is done Setting
new scheduling and meeting norms Identifying
leadership and talent gaps that stand in the way of hybrid work and initiating a plan to address them
Ensuring well-being is included in the design of virtual workspaces (e.g. applications which overcomes the attention of increasing or distractions)
the global recovery, which started around to take shape in the first half of 2021, laid the GroundWork for a dynamic second half of the year.

Companies that listen to their employees’ needs and create balanced, hybrid work environments can be better positioned to break down silos between physical and remote workplaces, meet market demands and retain talent. A focus on integration and collaboration can allow leaders to navigate a new world of business where they can stay long after the masks come off, while leading with the head and heart.

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