Solving the puzzle of having both ‘productivity’ and ‘innovation’ along with individual well-being is tough. It poses a greater threat to the talent leaders– How can we begin the conversation on engagement and productivity if our own people are exhausted – burnt out from the tug-of-war between the demands of their personal and professional life?
The job of the CHRO then becomes, to facilitate and lead that access to the clarity of direction, strategy and milestones, provide structures for freedom & ownership of work & create systems that enable work and takes into consideration the importance of social cohesiveness.
This is why experimenting with hybrid options brings together all the positive elements of traditional and remote work, optimising them in a digital-first environment.
For 74% of Australians, hybrid work is the way forward, according to a recent study by PwC Australia. This is echoed by another poll in New Zealand, which showed 80% of employees surveyed would opt for a hybrid arrangement at least weekly if given the chance. Overall, 44% of NZ respondents believe hybrid work improves their productivity.
In the ANZ region, some firms that have embraced hybrid work invest in better technology to support virtual teams and solo workers. Others have built collaboration hubs for connecting with colleagues from time to time; wellness rooms for those who need to take a breather; and war rooms for those who need to meet over strategic work.
(You are one step closer to create the right experiences for your hybrid workplace. Click here to download People Matters Workguide– Hybrid Working Redefined: Managing the Next Curve in Employee Experience)
In a recent CHRO Symposium– The next Disruptor by People Matters in partnership with ServiceNow, Talent leaders came together to brainstorm on building the right experience to lead the next curve of Hybrid. Moderated by Ester Martinez, CEO & Editor-in-Chief Of People Matters and key speakers like Ben Ben Whitter, Founder & Chief Experience Officer, HEX Organization, Craig Taylor, Chief People Officer, Australia, New Zealand and Japan, Mondelēz International, Gavin Arnott, Head of Culture, Talent & Capability, Melbourne Airport, Graham Almond, EVP, Chief Officer of People, Culture & Technology, OceanaGold Corporation, James Bell, Head of People and Performance, Peters Ice Cream, and Simon Greening, Employee Workflow Solution Specialist, ServiceNow, the leaders acknowledged that talent is looking out for new opportunities and new experiences and looking out for working in an organization where they find meaning and a more human experience.
Here are some of the key lessons from the session:
Implementing a work model of any type requires an openness to experimentation and the willingness to observe emerging phenomena. These two elements enable leaders and their teams to adapt continuously. Dynamism is at the core of hybridity.
For leaders who are keen to experiment with a hybrid model, it is important to consider their unique work environment and the needs of their diverse workforce first, before they begin to determine what is best for their team and their organisation.