NEW
YORK, Aug. 8, 2024 /PRNewswire/ -- Hybrid work
has been shown to benefit workers—from better work-life balance to
higher job satisfaction and more. Still, many employees expected to
make the trek into the office—even on a partial basis—may put up a
fight.
A new report from The Conference Board identifies ways that
businesses can not only reduce employee resistance to a hybrid
model but maximize its value to the business. Findings are drawn
from interviews with 15 large companies and from the results of the
most recent Reimagined Workplace survey of over
200 HR leaders.
"Attitudes toward going into the office underwent a fundamental
shift because of the flexibility that the pandemic necessitated,"
said Matt Rosenbaum, Principal
Researcher, Human Capital, The Conference Board. "Leaders should
aim for 'presence with purpose,' ensuring workers are in the best
environment to support their needs, with individual-focused tasks
often better suited for remote work and collaborative efforts
thriving in person."
The report also underscores the importance of investing in
metrics to optimize hybrid work models. Indeed, it argues companies
should determine the outcomes they want to achieve, measure how
their work model affects those outcomes, and adjust
accordingly.
"Will models be evidence based and targeted to achieve specific
outcomes, or will they be based on instinct and belief? With the
latter, businesses run the risk of wasting time, money, and
opportunity, as well as alienating staff, rather than
systematically pursuing their desired goals," said Robin Erickson, PhD, Vice President, Human
Capital, The Conference Board.
Key findings include:
The why: Hybrid work improves a range of organizational
outcomes compared to working on-site full-time.
- HR leaders say hybrid work improves organizational outcomes in
areas such as work-life balance (87% say it has had a positive
effect), job satisfaction (84%), and retention (79%).
- More than 60% of workers surveyed say hybrid work has improved
their productivity and 51% of HR leaders cite increased
productivity as a benefit.
- 65% of workers say that, beyond salary, flexibility is most
important to them.
The how: Focus on six key practices to help with the change
management of revising a work model.
- Communicate clearly: Explain the rationale behind hybrid work
to build trust and transparency.
- Allow adjustment time: Give employees ample time to adapt to
new on-site expectations.
- Engage stakeholders early: Involve key influencers to advocate
for the change.
- Set clear expectations: Define specific policies regarding
on-site days and core hours.
- Provide tailored training: Equip leaders and employees with
skills for effective hybrid work.
- Monitor and evaluate: Continuously assess the adoption and
effectiveness of the hybrid model.
"We are in a new world of work; there's no going back to
normal," said Erka Amursi, Principal Researcher, Human Capital, The
Conference Board. "Communicating change to employees with clarity,
trust, and transparency will help smooth the transition into a new
work model."
Sizing up success: Evaluate metrics to make the most of
hybrid work.
- Determine what work is better done remotely or in person and
align the work to the environment that enables it best.
- Evaluate whether the current approach is serving strategic
goals.
- Consistent evidence gathering and assessment will optimize
hybrid work for both an organization's current context and future
needs.
- Businesses should check the validity of their metrics over time
and adopt new metrics if needed.
About The Conference Board
The Conference Board
is the member-driven think tank that delivers Trusted Insights for
What's Ahead™. Founded in 1916, we are a non-partisan,
not-for-profit entity holding 501 (c) (3) tax-exempt
status in the United
States.
www.ConferenceBoard.org
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SOURCE The Conference Board