The future of work is really about the future of talent

High-tech companies use the term “product-market compatibility” to define the success stage at which a product meets the needs of a particular market. A new concept of “employee-workplace compatibility” is about to emerge.

Epoch Times Photo
Vivek Sharma

In 2020, a pandemic forced all companies around the world to make major changes to their operating structures and processes in weeks or months. Despite dramatic changes and difficult years, tech companies have generally survived the storm.

Many companies in traditional industries such as banking, retail, travel and manufacturing plan to return to business as usual. This means daily commuting and office employees five days a week. However, small or medium-sized tech companies are taking more cautious steps. They recognize that the world has changed and are wondering if this moment will help build a better working architecture for the future.

Companies planning future jobs are looking at three models: traditional, remote-first, and hybrid. Traditional models are the ones best known to us. It takes 5 days (4 days if you are lucky) at the head office or branch office. Historically, cities such as San Francisco, New York, and Boston have attracted talent and maintained their dominance due to network effects.

When we talk about remote-first companies, people think of companies like Gitlab, Buffer, Automattic, and Sketch. These companies hire people who can work from anywhere (where the company is legally allowed to hire), and teams can meet several times a year.

Finally, “hybrid work” is a frequently used, but poorly defined, newly coined term. This model runs from the traditional model to remote first. No one understands how hybrid companies should work, and some believe it’s just a bridge to the remote-first world.

Many companies are confident that their culture is so deeply rooted that they will stick to the traditional or remote-first model. However, if your company is considering a hybrid model, there are some important considerations. Spoiler Note: This is not a one-size-fits-all solution, but it will help you to find the one that works best for your business.

Let’s not get in the way. Your workplace model is heavily influenced by your ability to attract and retain talent. Movable Ink has found that 60% of new hires over the past year do not live near hubs in New York and London. High-tech companies use the term “product-market compatibility” to define the success stage at which a product meets the needs of a particular market. Similarly, new concepts are about to emerge. “Compatibility between employees and the workplace.”

Employees have specific needs and preferences, and pandemics have created a unique market for workplace models. Parents in their 40s raising three children in the suburbs have different tastes than 22-year-old college graduates who need training and want to build a social life. The benefits of a hybrid workplace are endless. It expands the talent pool beyond attractive cities, provides SMEs with a way to compete with large companies, engages in a diverse workforce who choose not to live in attractive cities, and has working days. Configure, enforce better playbooks for global expansion, direct companies to evaluate employees for results rather than time in the office, and spread the risk surrounding a single region. Employees today have unprecedented freedom of choice and should be recognized in order for us to succeed in our company.

Relation: How Covid-19 changed the way we look at adoption

Building a new hybrid workplace requires talented people and a human resources and operations team. Their focus is on people-centric operating systems. We consider three important areas.

Goal setting and measurement

One of the main reasons managers are dissatisfied with remote employees is the fear that people aren’t working or that their direct reports aren’t productive when they’re not in the office. A Boston Consulting Group Survey Of the 12,000 experts, productivity during the pandemic was found to remain the same or slightly improved. Undoubtedly, the real problem is that employees are working incredibly hard in areas where they don’t move the needle. This can motivate employees and frustrate managers.

In a hybrid workplace, it is essential to focus on outcomes rather than activities. Most businesses leaned on the skeleton of the office and were unable to develop this muscle. Introducing goal-setting frameworks like OKR (Purpose and Key Results) will coordinate the organization, create transparency about progress, and help people relate their work to the company’s mission. You will come to understand. It allows people to better manage their time. It recognizes star employees who have a big impact on the people who spend the most time in the office.

Relation: 5 Tips for Adjusting Remote Team Goals

Human resource development and activation

Another concern is how to train new employees, especially if they have limited experience in that role. The traditional model requires new employees to ask the people around them and learn things at work. This model worked in general, but I didn’t stop thinking about its limitations. Each manager may have developed their own custom onboarding and training to create inconsistent learning throughout the company.

The in-house model also fails if you have to think about adopting international hiring and exploding. But what do you guess? New hires with no work experience may have recently had a systematic curriculum at the university. A thorough and consistent onboarding planning and training department ensures that employees receive consistent education about their customers, products, and the business as a whole. This can be combined with more targeted apprenticeship and peer-based learning. If your company doesn’t have an onboarding and training team, consider investing here.

Building culture and relationships

The last concern is probably the biggest. We are all worried that culture will be compromised and employees will not be able to easily establish relationships. This is a legitimate issue, worth the most consideration, and a challenge for the remote-first model. Intentionally spend time together in a shared workspace. A workspace is a place for teams to meet, either at the headquarters, a short-term coworking space, or in a hotel lobby when a team visits a client. If most of the week is sitting in an office near a colleague and typing with headphones, you’re just working in parallel.

Interactive work is different. This means actively working on topics, brainstorming, and whiteboarding, finding non-verbal clues and solving new problems. The conversation drifts and breakthroughs occur. Many (but not all) of the creative work requires interaction, and this is the type of work that most benefits from the teams you meet in real life. Focusing direct time on creative activities allows employees to do what they deem appropriate. And yes, some may choose to perform execution work in the office.

For this to work, functional teams need to get together in person to figure out the right cadence to effectively organize their time. There is no universal model. Some teams meet twice a week or every other week, while others meet a few days a month, but nonetheless, most work is done-oriented or on-site, so only quarterly meetings are needed. There is also a team. It is important that each team has a shared in-depth understanding of their work and make measurable progress towards their goals. It’s also an opportunity to build a real relationship. You can enjoy your work more by getting to know the people you work with. Zoom and Slack are great, but you can feel the transaction. Making lunch, supper, and other social events part of these gatherings can help build bonds.

Relation: 5 Ways to Build a Team Culture in the Remote World

None of this is easy, but it is essential and there is no better time than it is now. By rethinking your workplace, you can remove the constraints of the past. Each of us has the opportunity to build a new work architecture that will expand the company into the distant future.

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