Making hybrid ‘work’

Empowering engaged and effective teams in a new era of hybrid workplaces

image source: DALL*E open.ai prompted to generate an image of “remote work” in the style of a Banksy graffiti

“… do you archive or remember/ how to measure ethics on a matrix/ the modern office space is post-cubicle/ friday is losing its cultural relevance/ … ”

excerpt from “book of hours” by Harry Reid (2022)

The promise of hybrid work

The COVID-19 pandemic has resulted in significant changes to the way most businesses now operate (Lund et al., 2021). At the global technology company that I work with, most of its Sydney-based workforce had to abruptly transition to working from home (WFH) throughout rolling lockdowns and restrictions. Since only a few employees opted to return to its newly leased office full-time. Instead, most prefer to flexibly alternate between WFH, the office, and other locations. According to the Australian Bureau of Statistics, 40 per cent of employed Australians now regularly work from home (Australian Bureau of Statistics, 2022). A new federal law supports employees requesting flexible working arrangements, suggesting that this new reality of hybrid work is here to stay (Whitson, 2023).

The company that I work with is recognised as one of the 10 best places to work in the hotel tech industry in 2023 (HotelTechReport, 2023). It quickly embraced this societal shift and lists flexible working arrangements as one of its benefits on its career website. However, as an organisation, we are still learning and adapting to the new ways of working, and one of its company-wide objectives for this fiscal year is to build a “highly engaged and effective global team.” When I joined in late 2022, I transitioned from a fully remote role, following previous fully office-based roles, to working as part of a hybrid team coming into the office only on some days, with key roles working remotely out of other Australian cities and overseas. I quickly realised that hybrid is its own unique working arrangement and not just a “middle” state between on-site and fully-remote work. As a manager and as team members, we need to be deliberate to make it the best rather than “the worst of both worlds” (Sijbrandij, 2020).

While a company-wide working policy exists that embraces “more choice in how and where [employees] do their best work”, it is largely up to the individual managers to effectively implement this policy with their teams. As a product manager, it is therefore my role to better understand the opportunities, challenges and risks of hybrid work for my team, and to help set us up to do our best work in the most engaging, effective, inclusive, and ethical ways. Based on team feedback and research, I identified a number of actionable recommendations for best practices aligned with our work culture that I feel are applicable to other teams and organisations and therefore decided to share them here. I will discuss potential obstacles and challenges towards implementation and also focus on reflecting on my leadership style and potential biases to inform personal development to best meet the needs of a hybrid team.

General challenges, opportunities, risks, social and ethical issues of hybrid work

Remote and hybrid work versus a “return to the office” is a widely debated topic among employers and employees alike (Rozentals, 2022). Personal preferences and productivity levels are contingent upon the individual’s circumstances. Generally, established employees with existing professional networks, larger homes with office space, and those working outside city centres, or playing a carer role at home benefit most from hybrid work. Younger, and single employees, and those new to a career may struggle (Australian Government Productivity Commission, 2021; Microsoft Corporation, 2021). In New South Wales, more than half of employees prefer hybrid work, and more than a quarter full-time office work (Fig. 1), (NSW Innovation and Productivity Council, 2021).

Figure 1. NSW “remoteable” workers, preferred number of remote working days a week in early 2021 highlight the range of worker preferences

Note. Image source: (NSW Innovation and Productivity Council, 2021, Fig. 13) Policies should accommodate a range of worker preferences. Data source: IPC Remote Working Survey 2021 [unpublished]

From a company’s perspective, hybrid work can result in cost savings on office space and the ability to attract top talent from a wider pool. However, companies may also find themselves competing more on material benefits such as “flex time”, while paradoxically losing the same level of connection and identification of employees with their organisation (Mortensen & Edmonson, 2023). There is a concern that companies with poor or toxic work cultures may benefit more from hybrid work (Westfall, 2022) than companies with a great culture that could stand to lose their competitive advantage built on outstanding collaboration, alignment and creativity (Hinds & Elliott, 2021).

The quality of relationships and interactions among team members can play a more significant role in determining work outcomes than the skills of individual team members (Coyle, 2018; Heffernan, 2015; Google LLC, n.d.). It is therefore essential to go beyond the individual employee and examine the effects of hybrid work on team dynamics and productivity in order to identify and address potential challenges, risks, and social and ethical concerns to fully capitalise on the benefits that flexible working arrangements can offer.

The impact of hybrid work on the team

According to Dan Schwabel (2022), the critical first step to effectively manage hybrid teams is to gather input from employees. To gain insights into my team’s experience of hybrid work, I conducted an anonymous survey with the product portfolio team, which I develop based on the 5 dimensions that make a “successful team” (Fig. 2) established by Google in a comprehensive and longitudinal study (Google LLC, n.d.). Google, another highly innovative tech company, has recently adopted a company-wide hybrid work policy (Main, 2022) and can therefore serve as a model.

Figure 2. Google’s 5 dimensions of a successful team

Note. Image source: re:Work Google (Google LLC, n.d.). The 5 dimensions are based on over 35 different statistical models evaluating hundreds of variables to identify statistically significant and robust factors that impact multiple outcome metrics for more than 180 participating teams at Google

The aggregated results of the team survey highlight opportunities for improvement across all five dimensions within the context of our hybrid work policy.

Psychological safety

Hybrid work can pose a number of challenges to psychological safety, which is the foundation of group culture (Coyle, 2018) and the engine of team performance by empowering individual members to fully participate and learn from each other and from failures (Kim, Lee, Connerton, 2020). Psychological safety is the dimension that scored the lowest average rating in the survey. One key challenge is equity between remote and in-person employees, with the risk of “faultlines” emerging between those who work more often together in person and those who work remotely (Haas, 2022). This can lead to an uneven playing field based on proximity bias, in terms of mentorship and career opportunities, as well as access and communication with team members and leaders. At present, the majority of my team feels less than “often” that they have equal say and access to people and resources because of where they work. Remote participants can feel excluded (Nickisch & Neeley, 2021) and managers need to consider equity in training, conversations, and performance evaluations (Mortensen & Edmonson, 2023). This is also reflected in the survey data that shows that some team members are struggling to form strong trust-based relationships with each other, and a reluctance to show more vulnerability.

Dependability

A strong team culture will nurture a sense of belonging, familiarity and dependability through interactions (Coyle, 2018). Hybrid work can present a variety of challenges, particularly in regard to communication, coordination, social connection and living company values (Haas, 2022). Last year, organisational psychologists Noonan Hadley and Mark Mortensen (2022) pointedly raised the question “do we still need teams?”, noting that hybrid work arrangements increase the costs of collaboration while diminishing its benefits. Effective communication is the mother of all skills, and screens dramatically affect the way that we interact (Hari, 2018; 2022). The “mutual knowledge problem” (Crampton, 2001; Johnson & Ludema, 2020) in remote and hybrid work environments requires more intentional communication, documentation, and time to build trust and dependability. Therefore, it is not surprising that the team survey identified sharing and documenting knowledge and processes as an opportunity to further improve.

Structure and Clarity

Hybrid work poses a range of challenges towards building structure and clarity, particularly around barriers to attention and clarity of focus. Studies have shown that online spaces can erode attention time and focus, particularly in regard to online communication across multiple channels and managing notifications (Hari, 2018; 2022). Video conferencing has been found to require more cognitive effort than in-person interactions, leading to a phenomenon known as “zoom fatigue” (Riedl, 2022). The survey results indicate that team members identified the challenge of finding the time to focus deeply on their work without getting distracted by communication channels or meetings as a significant challenge.

Meaning and Impact

When physical connections are replaced with mostly online interactions, employees can feel disconnected from their colleagues and the company’s culture (Nickisch & Neeley, 2021). However, the survey results indicate that most of my team members have a strong sense of purpose and are connected to the company’s vision, goals and values, despite any challenges presented by hybrid work.

Towards an effective HR and leadership response

In order to address the challenges, risks, and ethical issues with hybrid working informed by the survey, I developed the systematic and strategic HR response below. This response is structured on the three pillars of ability, motivation and opportunity, which are the formula for high workplace performance (Kellner et al., 2019), (Fig. 3).

Figure 3. Standard contemporary adoption of AMO model in HRM research

Note. My adaptation of Fig. 21.2 in (Kellner et al., 2019)

The proposed response vertically integrates business strategy, goals and HR policies, and aims to achieve horizontal consistency across HR system components (Kehoe, 2021; Armstrong & Brown, 2019), by offering specific recommendations for changes in mindset, processes, and tools that can optimise the hybrid working experience for the Insights team.

Ability

Ability-enhancing HR practices are crucial for the success of a hybrid team and impact the skills and capabilities necessary to perform work effectively. The company that I work with already has a great digital-first onboarding process, but there are opportunities to enhance mentoring of new employees and junior staff. As a manager, I will encourage team members to offer and request help more explicitly, set up one-on-one meetings between new employees and all team members, and appoint an onboarding buddy for the first few months. These efforts will aid in forming connections, promoting psychological safety, and facilitating knowledge sharing.

One of the biggest challenges identified by the survey is that of focus. With numerous open programs and communication channels all requiring attention, this results in a lack of concentration and more interrupted work, as well as increasing the risk of miscommunication. To address this ongoing challenge in a hybrid work environment, all team members will need to acquire digital collaboration competencies. This includes using more short asynchronous video clips, as a powerful high-fidelity communication tool that supports transcripts for quick search, improves accessibility for non-native English speakers, and enables comments, actions and analytics (Black & Thomas, 2022). Team members can improve their digital body presentation by making sure the camera is always on, maintaining “eye contact” and selecting a non-distracting, well-lit background. Additionally, the team should be mindful that synchronous video meetings can lead to tech exhaustion (Nickisch & Neeley, 2021) and therefore prioritise asynchronous collaboration using Google Workplace, Jira, Figjam and other tools.

Hybrid work generally requires more scheduled meetings. It is important to encourage the team to keep meetings as short and interactive as possible and to always offer recordings to optional participants as an alternative. As managers, we should discuss with HR if the organisation should agree on core days for meetings, as well as communication-free focus hours (Schwabel, 2022). If impractical, we could consider team-specific arrangements such as keeping Slack separate from the work screen, meeting-free Fridays, and minimal-meeting Mondays on which to block recurring scheduled meetings to improve focus time and one-on-one interactions (Sanders, 2022).

Motivation

Motivation is a critical aspect of employee performance and is closely tied to the concept of “willingness” as described by Blumberg and Pringle (1982), which refers to the drive to perform necessary behaviours for success. In terms of mindset, a sense of psychological safety is crucial for motivation in collaborative activities such as brainstorming and risk-taking. To support this goal in a hybrid setting, processes such as remote-first approaches towards team-building activities and frequent check-ins that engage team members on both business and personal development goals can be implemented. Reinforcing the company’s values and purpose can take the form of storytelling and the repeating of shared goals (Coyle, 2018).

It is important to ensure that remote team members never feel excluded from key office events such as end-of-year parties. As a manager, it is therefore important to discuss with HR whether inviting remote team members to such events should be classified as “travel”, and if so, whether a proportion of the existing team budget could be reallocated. At the same time, there is an opportunity to invest more in social technology to encourage team bonding, such as social online games and virtual social meetups. As a manager, I can set up “virtual coffees”, encourage interactive learning experiences, roundtable updates, and the sharing of a “win of the week”. In-person activities are now expected to more explicitly facilitate collaboration efforts, innovation and creativity, and nurture work relationships (Schwabel, 2022).

As evident from the survey feedback, it is important to better manage psychologically safe conversations by leading with a vulnerability loop. Sharing vulnerabilities as a leader in turn encourages the team to speak more freely and embrace failure as a learning opportunity (Coyle, 2018). Timely, specific, inclusive and personalised peer-to-peer recognition, for example using officevibe.com “good vibe” cards and the kudos section in Sprint retrospectives, are effective means for recognition in a hybrid environment and an alternative to over-indexing on top-down kudos slides in group presentations (Gratifi, 2022).

Opportunity

Ensuring equity and fairness in hybrid work arrangements is of fundamental importance. To create a fair and inclusive environment, it is critical to provide equitable access to opportunities and ensure that all employees have an equal voice. Results from the survey indicate that this remained an issue for some members of my team. Our human tendency for proximity bias, whereby we tend to favour those “near” to us (Shenoy & Kumar, 2021), can create an ethical problem where employees who are in closer proximity to leaders are given more opportunities for success (Mudditt, 2022), (Fig. 4). To address this, managers need to shift their mindset and evaluate performance more objectively, providing equitable opportunities for all hybrid team members (Mortensen & Edmonson, 2023). Equitable is not the same as equal, and therefore managers may have to consider offering additional face time and opportunities for remote members to communicate, contribute and share their ideas (Callahan, 2022).

Figure 4. Cartoon from the article on “WTF is meeting equity” (Callahan, 2022)

Note. Image source (Callahan, 2022)

Reflections on hybrid-responsive leadership and professional development areas

As we adapt to the changing landscape of hybrid work, it is crucial as leaders to regularly assess the mindsets, processes and tools that support our teams in achieving success. This involves being aware of potential challenges, anticipating obstacles, and recognising our own limitations and biases. In remote and hybrid work environments, effective leaders must be more than ever proactive in sourcing feedback, willing to make adjustments and remain receptive to coaching (Zenger & Folkman, 2017),(Fig. 5)

Figure 5. Six skills that define effective team leadership

Note. A graphic that I developed based on (Zenger & Folkman, 2017)

My leadership style in the past, which focused heavily on in-person interactions with team members and stakeholders, needs to be adapted in order to effectively work in a hybrid environment. Such a work environment demands different management and leadership skills (Mortensen & Edmonson, 2023). For example, I need to become more proactive in the scheduling of meetings and one-on-one check-ins, as well as actively seeking out feedback and data. To improve my own self-awareness, I have started to implement strategies such as seeking explicit feedback and using tools like the JOHARI window to identify and address any blind spots (Luft & Ingham, 1955; Quarry Magazin, 2020), (Fig. 6).

Figure 6. Strategies that I use to increase self-awareness in a hybrid work environment

Note. Applying a Johari Window model template (Quarry Magazine, 2020) to my hybrid working environment

The Insights DiscoveryⓇ tool (Fig. 7), helps me to identify areas of my workplace personality that benefit from conscious moderation in a hybrid work setting. Specifically, my ability to observe and coordinate, as well as to support the development goals of team members, can be identified as hybrid leadership professional development opportunity.

Figure 7. A 2019 Insights DiscoveryⓇ 72 Type Wheel showing my default (light) and moderated (full) workplace personality

Note. My default or “less conscious” personality is that of a focused Directing Motivator (4), while my “conscious” or moderated workplace personality is that of an accommodating Inspiring Motivator (45)

To effectively adapt to these new demands, I am implementing an iterative process of goal setting and self-reflection (Boyatzis, 2006), seeking the support of my team in terms of regular feedback. At my organisation, we use agile practices such as team retrospectives and pulse surveys to encourage continuous learning and reflection. Additionally, we can utilise a range of digital tools to align business strategy and HR policies to empower a highly engaged and effective global team. Clear communication of the potential challenges, opportunities, risks, and social and ethical issues associated with hybrid work will contribute towards setting myself and my team up for success.

Conclusion

Hybrid work, which combines elements of in-office and remote work, is fast becoming the norm in today’s workplace. To ensure its success for organisations, teams, and individuals, it is crucial to understand and address the unique challenges and opportunities presented by this new paradigm. Leaders are required to develop strategies that enhance the motivation, ability, and equitable opportunities of all team members, while also becoming aware of their own biases and limitations that may impede effectiveness. Empowering a successful team in a hybrid environment requires revisiting all aspects of psychological safety, dependability, structure, clarity, and perceived meaning and impact of work. It also requires continuous measurement and reflection on the effectiveness of implemented strategies and making necessary adjustments. It is important to recognise that the experience of hybrid work may not be the same for all team members, and it is crucial to work together to ensure that the framework is inclusive and beneficial for all. By understanding the unique challenges and opportunities presented by today’s hybrid work environment and by developing effective strategies, leaders can drive new best practices and apply mindsets, processes and tools that enhance the engagement and effectiveness of all team members, resulting in a more productive and successful organisation. Only by working together with your organisation and your teams can you as a business leader make hybrid work.

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