To Remote or not Remote, That is the Question – Exploring Different Workplace Strategies for the Future

The global pandemic has forever changed how and where work takes place. Whilst some organisations had already explored the benefits of remote work before, the pandemic forced organisations to move the majority of their workforce to work remotely overnight, to keep their people safe whilst trying to remain productive and profitable.  Remote work approaches have been adopted with varying degrees of success. For some organisations, remote work provides the benefit of flexibility which results in increased levels of productivity as well as the ability to tap into unexplored talent pools. However, in other organisations, this same flexibility highlights the impact of blurred work-life boundaries mental fatigue, and a loss of social connection and organisational culture. Organisations exploring a hybrid remote working approach (with a physical presence as well as a remote workforce) are facing further challenges in managing the complexity that this brings, both in the practicalities as well as the impact on organisational dynamics and employees.

Whatever the approach, remote work is a reality that will far outlive the global pandemic. Going forward, an estimated 80% of organisations will implement some form of remote working on a permanent basis with 70% of employees anticipating that they would be able to work from home at least 5 days a month. A recent survey conducted by Statista stated that 71% of employees are struggling to adapt to remote work and a further 79% have reported increased stress and anxiety during the past 12 months. For organisations to reap the potential benefits of remote working, this means finding a fit-for-purpose approach to remote work.

As organisations aim to navigate these difficult waters, there is a need to explore different workplace strategies, the benefits, limitations and expected value that organisations can derive from a robust workplace strategy. The purpose of this article is to provide a brief overview of 5 emerging workplace strategies that organisations have started to adopt as they prepare for the post-pandemic workplace and aims to position the role of HR in helping organisations navigate this transition.

Exploring different workplace strategies

A key consideration for any workplace strategy starts with the criteria of place and time. Organisations have to decide on their appetite for and practicality of flexibility in location, as well as the feasibility of synchronous vs asynchronous work.  This decision should be based on the nature and the content of the work that needs to be delivered by the organisation, as this will influence the viability of different time and location approaches.

Making the transition practical

For a workplace strategy to be fit-for purpose, the organisation needs to adopt a structured approach towards defining which approach is best suited for their context. As HR, we have a fundamental role to play in supporting organisations to navigate these decisions and find sustainable solutions into the future.  We don’t have to have all the answers, but a structured and thought-through process can help the organisation make informed decisions on the best way forward.

Step 1: Analyse current work to determine remote viability

The first step is to analyse the type of work and roles that exist within the organisation.  A good approach is to evaluate the current role of families and evaluate which of these roles are viable for remote working strategies.

Step 2: Educate your business on possible workplace scenarios

Business needs to be educated about possible workplace scenarios and the pros and cons clearly stipulated for each, to understand the consequences and impact of their decisions.

Step 3: Define remote work principles and guidelines

Define Remote Working Principles that can be translated into structured day-to-day routines.  An example could be, “we believe that social connection is important for our culture, which is why our monthly All Hands meeting will be in person.  Other meetings, where possible will be conducted remotely”. These principles should reflect the desired engagement strategy and be suitable to the type of work and culture that the organisation wants to create. Principles need to be concise and simple with all employees being able to interpret and apply the principles consistently. Over time, remote working principles set the tone and evolve the organisational culture, creating cohesion and a consistent way of doing, regardless of location.

Step 4: Equip leaders and managers to lead co-located teams

Leaders play a key role in keeping employees engaged, and an important focus area for HR should be to coach and guide leaders on how to manage hybrid or co-located teams.  Leadership will require a different set of competencies, to not only manage in complexity but sustain the culture of the organisation. Clear, outcome-orientated communication is essential and more frequent, structured check-ins help clarify expectations and manage productivity, whilst creating human connection.

Step 5: Evolve and redesign traditional HR practices

This new way of work will also have a significant impact on traditional HR practices, which need to evolve and adapt to support remote, on-site and co-located teams, whilst tapping into the potential of remote talent pools. It also requires an evolution of the employee value propositions and learning strategies, to be centred around inclusivity as organisations transition into this new way of work.

The future of work holds a lot of promise for organisations that are willing and able to adapt old habits into new routines.  There is no perfect workplace strategy, but organisations should rather be open to experimenting with a variety of approaches to find a model that is suitable to its context and objectives.

About the Authors

Dr Dieter Veldsman 

Group Executive: Human Capital

Momentum Metropolitan

 

Ms Marna van der Merwe

Talent Lead

Momentum Metropolitan

 

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