After having experimented with teleworking, it seems that the hybrid model is gaining more and more unanimity. 73% of French employees want to adopt this way of working and nearly eight out of ten managers say they are ready to take the plunge*. To better prepare ourselves, we invited 3 experts to answer our questions.
Meet them at the Digital Workplace Days from 18 to 20 May 2021.
The hybrid mode impacts all the actors in the workplace. In the company, managers and employees are forced to invent new ways of doing things.
Hybridization requires everyone, managers and employees alike, to have a shared mastery of digital tools that allow us to work wherever we are (in the office, at home, in a third place) and to know how to use the essential functions to generate all types of interactions (chat, video, discussion channels, team sites, use of applications, etc.). It is also necessary to have a shared knowledge of governance, which allows everyone to work smoothly: in what situation do you create a new collaborative space? What are the open and closed spaces? How do you welcome a newcomer from a distance?
At a distance, in a team, everyone is linked by the visible elements that are produced and on which everyone relies to iterate. Collaboration has never been so real, even if the teams are only very rarely in person. In addition, once in the office, it is necessary to invent new types of interaction that allow for conviviality, spontaneity, abundance and creativity. Alone in front of a screen, we make the most of our sight, touch and hearing. Workspaces must be reinvented in the service of hybrid work to allow multi-sensory experiences.
The easiest way is to ask him! If you want to get the maximum benefit from hybrid working, it must be seen as a collective organisational mode. For a manager, being aware of the ability of each team member to telework or come to the office at a certain pace, as well as his or her own ability to manage remotely or face-to-face, is a prerequisite, but there is more to it than that in my opinion.
This other condition is to engage in an inclusive reflection, i.e. with the whole team without exception, in order to define the general framework existing within the company or the organisation and to set a collective hygiene which will allow us to respond calmly to the operational constraints of daily life. With collective intelligence methods, we can quickly achieve good results that make the team more responsible while making the employees more autonomous.
The trick is to find the right balance between the flexibility of the general framework and the energy needed to implement and maintain it within the team.
Place is what makes the link: a reference point that allows us to situate ourselves: without a place, we don't know where to go, nor do we know where to find the others. We feel lost. Conversely, the Glowbl place is the one where I know I can go and where I am sure to find the others. We are all there and we know it. We are all together and we know it.
Why is having a place to be together essential? To be able to see and hear each other in real time, i.e. to be synchronous, which is the key to interacting. Being synchronous means not keeping people waiting and not waiting. Being in sync removes the anxiety created by the uncertainty of whether and when the other will respond. Being synchronous also solves the risk of misunderstanding messages because messages are contextualised when accompanied by orality and visuals.
A common place is also a common identity, something that is shared. If companies work on their head offices so that they are vectors of their identity, it is not by chance!
To find out more, join Isabelle Reyre, Maxime Robache and Sophie Lazard at the expert workshop "Which management for a hybrid model of telework? "on Tuesday 18 May at 11.40am, and exchange views with them live.