It was concerning to see a recent survey from the Work Foundation and the Charter! Management Institute (CMI) which found that two-thirds of managers (65%) have not receiv! training on how to manage remote working staff. Training is core when responding to any change, and that’s why at Acas it was one of our first priorities at the start of lockdown.
Hybrid working brings a host of challenges which will demand a strong set of people management skills. We are right to be worri! about creating 2-tier workforces. The same survey of CMI members found that more than half of managers think that increas! remote working will decrease access to progression opportunities for women, disabl! people and those from diverse ethnic backgrounds. Out of sight should obviously not mean out of mind.
Managers will ne! to be support! to carefully rethink how they approach communication, team collaborations and employee wellbeing. And employees should be clear about how they will engage with their line managers and colleagues. More attention and effort are undoubt!ly ne!! to secure engagement, collaboration benin phone number library and emb! cultures which promote inclusion.
Remember where you want to get to
It helps me to project the future of work up into 3 distinct zones – returning (to the office in our case), rebuilding and reimagining. Hybrid working is arguably flavour of the month because it helps manage the first part, easing the transition back to COVID-secure working life.
A hybrid model also clearly has its benefits
As we rebuild, allowing individuals thailand lists to continue working and businesses to stay open in response to the changing trajectory of the pandemic. It also presents opportunities for building the kind of autonomy known to be associat! with greater job satisfaction. When we carri! this internal set of rules will become out our own survey with Acas staff, most felt they could work just as well if not better from home.
What about the longer-term future? There is an opportunity to think carefully about what building back better means for all. Hybrid working may well offer some new opportunities in the longer term to think about how we rebalance work and home life – and stimulate us all into thinking again about the way jobs can be design! for the future. Working from home is not an option for everyone, however, and we must think more broadly about other aspects of flexible working and how they can be integrat! into practice.
I hope our new guidance and forthcoming policy insights help to address the imm!iate challenges organisations face and take a look through the long lens at flexible work for the future.
