Navigating The New Normal: A Strategic Approach To Hybrid Working And Employee Wellbeing 

Keywords: Mental Health, Workforce Wellbeing, Hybrid Work 

Author: Lisa Munro

Date: 17 November 2023, Worklife Digital

In a recent article, Gallup Chairman Jim Clifton brought attention to a significant shift in the workplace—90% of office workers express a reluctance to return to traditional ways of working*. This sentiment, reflecting a broader trend, prompts leaders to reconsider their strategies for employee engagement, wellbeing, and organisational productivity.

The Impact of Remote Work on Mental Health

While the prospect of remote work may seem appealing, especially for mature professionals, Gallup's research reveals potential pitfalls. Fully remote employees face an increased risk of mental health issues, including loneliness and depression. Additionally, such workers tend to feel psychologically detached from their employers and less committed to customers, resulting in lower productivity that adversely affects customer retention, cash flow, and overall organisational growth.

The Macro Impact on Economic Success

The ripple effect of these challenges extends beyond individual organisations, influencing the nation's economic future. Leaders find themselves at a critical juncture, compelled to address the evolving dynamics of the workplace. The stakes are high, with a direct correlation between employee wellbeing, organisational productivity, and broader economic success.

The Leadership Dilemma

Efforts by CEOs to entice employees back to the office, even employing measures like "attendance review" policies, face resistance. The root of the issue, according to Clifton, lies in leadership. In hybrid work scenarios, where managers are in the office only 2.8 days per week compared to employees' 2.5 days, the need for strong and caring leadership becomes evident.

Gallup's study of the U.S. workplace offers key insights:

• • Out of 125 million full-time U.S. workers, 50% (over 60 million office workers) can perform their jobs remotely. Among them, 90% prefer not to return to the office five days a week.

  • Preferences for office attendance vary: 30% opt for zero days, 60% for two to four days, and 10% for five days.

  • Virtual collaboration is less effective than in-person interaction, and two to three office days per week enhance employee engagement and wellbeing.

To navigate the challenges posed by remote work, a comprehensive hybrid solution is proposed:

• • Define highly collaborative roles as requiring "five full days of work per week, including three full days in the office." Anything less than three days in the office is considered remote.

  • Designate Tuesday/Wednesday/Thursday as on-site days for team members to ensure synchronised interactions.

  • Reinforce the commitment to collaboration by holding managers accountable for team members' on-site presence.

  • Allow individual achievers with transactional roles to work from home, coming to the office for meetings and events as needed.

  • Recognise that 70% of team employee engagement variance is explained by the manager. Focus on transforming the quality of managers at all levels.

  • Implement a certification system to develop managers for the new hybrid workplace, emphasising organisational purpose and customer centricity.

  • Announce that future promotions to managerial positions will require the new certification and a commitment to the hybrid model.

  • Position this transformation as a CEO-led initiative to ensure its effectiveness.

As organisations grapple with the challenges of the evolving workplace, the hybrid model emerges as a strategic solution. By prioritising employee wellbeing, fostering strong leadership, and aligning organisational structures with new expectations, businesses can not only adapt to the changing landscape but also thrive in the era of hybrid work. The path forward demands visionary leadership and a commitment to holistic wellbeing for sustained success in the ever-evolving world of work.

WorkLife Digital is a global mental-wellbeing consultancy driven by the mission to improve the sustainability of businesses. Our psychological wellbeing tool, Worklife Quotient (WL-Q), is modelled on cutting-edge scientific research and provides organisation-wide measurement and intelligence on the mental wellbeing levels and psychological resilience of staff. WL-Q also assesses the impact of organisational practices (i.e. people and culture, leadership styles, organisational purpose and values, social impact) that have a direct influence on staff wellbeing and provides strategic recommendations on addressing risks and promoting strengths.

For more information, get in touch at lisa@worklife.digital

Follow us on LinkedIn if you want to know more about current and upcoming mental wellbeing updates and regulations.

References

* https://www.gallup.com/workplace/512006/office-workers-quietly-changing.aspx