By Salina Williams, Senior Consultant
On September 29, Feldman Daxon hosted the fifth in our series of HR Think Tanks with leaders from across Canada. Over 80 HR leaders shared their insights and approaches to how their organizations are designing a hybrid workplace model along with the common themes they are seeing within their employee groups.
These HR leaders came from all key sectors of the Canadian economy: financial services, health care, manufacturing, consumer packaged goods, municipal government, culture, retail, food services, and not-for-profit organizations.
Most organizations are in the early phases of rolling out their hybrid models, while some are still in the planning phase. Most expect their models to be implemented and functions between January and April 2022, which many plans to be determined based on the status of the pandemic, regional case numbers, etc.
Here are some of the key highlights of the engaging and exciting discussions:
HYBRID MODEL TRENDS
- Many organizations are still in the planning stages for their hybrid models. They continue to accommodate remote work for those who can perform their roles effectively outside the office – this has been encouraged in many cases.
- The most popular hybrid model features 2-3 days in the office and often on a rotating schedule. This model will be in place for many for the foreseeable future until it is completely safe to return to the office full-time.
- Additional hybrid models include one-week in/one-week out, where teams rotate working in the office with working remotely week to week. Some organizations are taking a phased approach with one day in the office per week and gradually increasing the days as it is safe to do so, implementing a stop should the pandemic worsen to ensure safety of workers.
- Organizations have seen a huge boost in collaboration with the hybrid model which is incentivizing some employees to spend less days working remotely as they see the benefits of in-person work. They are encouraging teams to pick one day where they can all be together in the office to help with collaboration, decision making, and team building.
- Many leaders are realizing flexibility is the key to a successful work environment. They believe flexibility (in schedules, remote work, etc.) will be a key driver for employees in the future and they do not anticipate it will return to the pre-pandemic style of work.
- Plans to leverage technology solutions for reserving office space, revising workspaces and office layouts, and tracking health policies are being implemented as HR professionals look to make new policies seamless and easy for employees to accept and use.
- There are several instances where HR is gathering feedback from employees and working with them to create a hybrid model that works for the majority and ensures employees feel their concerns are being heard. They want to be flexible and supportive of everyone’s needs, preferences, and comfort levels.
- Some organizations are encouraging employees to ask “why” to decide where they will be most productive (home vs. onsite); “how does this impact my performance, my ability to lead my team, my ability to provide quality customer services, my ability to learn, etc.”
- Most organizations are giving employees plenty of notice on return to office or hybrid implementation dates so that they can prepare and accommodate anyone who may need it. Organizations are communicating long-term plans to employees and maintaining an emphasis on mental health and family support for their employees.
- For organizations eager to return to the office full-time, senior leadership are setting the example and working in the office under hybrid or full-time models as allowed to encourage other workers to do the same.
- Some organizations have implemented mandatory two days in office as a mental health measure. They found many of their employees who are younger were living in small spaces and struggling with the isolation of remote work. These employees have started to thrive again on the hybrid model.
- Most agree that implementing a hybrid model should not be rushed and they want to ensure it is done properly and cautiously with a focus on health and safety, following government mandates and guidelines for reopening.
WORKSPACE TRENDS
- In many instances, private offices are disappearing in favor of hoteling and large work areas for in-person meetings and collaboration.
- Workspaces are being created for individuals who cannot perform their roles remotely and require 100% time in the office to separate from those on a hybrid model.
- There is a big emphasis on creating a welcoming and enticing workspaces to encourage employees to return to the office and feel comfortable doing so.
- Organizations are analyzing the purpose of the physical office now that remote work has been so productive in many cases. Offices may be used for socializing and collaborating moving forward, not necessarily for output.
- Health and safety remains a top priority for employees who are concerned about vaccination status of their colleagues, ensuring safety measures are maintained within the office, and the risks of commuting on public transit.
WORKPLACE CULTURE AND GLOBAL TRENDS
Multinational organizations are seeing a divide in processes and implementation between Canadian and US offices, the biggest points revolving around mask-wearing, vaccinations, and how/when people should be brought back into the office. These organizations are considering a regional approach to the hybrid model to keep with the attitudes and climate of the pandemic in those regions. Approach to hybrid work varies between sector as well, as some finance organizations are insisting all employees return to the office, while others in insurance or government are allowing employees to decide what works best for them.
Many leaders saw a divide between those who were unable to work remotely but wanted to, and those who wanted to work in the office but had to work from home. The term “office-ism” has become popular in the lexicon as roles required to be onsite “want what they have” and are against the roles that can work remotely. There are some roles that simply cannot be performed remotely, and it is causing some animosity and resentment. Many employees who have been working onsite the entire pandemic view remote work as less productive, which has not been the reality as productivity and working hours increased significantly for remote employees – often seeing record profits for their employers. All recognized that this has created a blur between work and home life for those who worked remotely.
It has become difficult to gauge exactly what some employees prefer moving forward however most employee surveys are finding the majority of employees want to continue to work from home indefinitely, while only a small percentage want to return to the office full-time. There have been instances where employees who want to continue working remotely are finding ways to avoid going into the office, including providing doctor’s notes. Many leaders are experiencing push-back on return to office plans as employees have become accustomed to remote work – and some employees simply do not want to return to the office. They are asking why they must return when they have performed successfully in a remote environment.
In some organizations, the return to office has had a significant boost to morale and productivity. Many employees are relishing in the structure and routine, and are happy to see their friends and colleagues again. A “sense of normal” has set over their teams and they have enjoyed being back in the office, even if only in a hybrid model.
Attracting, hiring, and retaining talent has become a challenge for many organizations that need their employees onsite. It has been tough to compete with other organizations that are offering hybrid or permanent work-from-home options, which has become increasingly appealing to workers who enjoyed work-day flexibility and lack of a commute. Many individuals have cut off interviews when they learn remote work is not an option 100% of the time. This has been especially challenging within IT roles and sectors as these workers are in high demand and are leaving for roles that can be performed entirely remotely. Employees who were hired during the pandemic enjoyed remote work and don’t want to join the return to the office at all. Many organizations are seeing the great resignation in real-time as employees leave for opportunities in the US or internationally, and they cannot compete with US salaries or the large (sometimes double) pay increase they are seeing for some roles, especially within tech.
Only a few organizations have implemented mandatory vaccination policies however many are currently consulting with legal to determine if a policy is necessary. They are finding many employees have voluntarily offered that they are fully vaccinated. In some cases where a vaccine receipt is required, individuals who refuse are taking mandatory COVID tests twice weekly in lieu as safety remains a top priority, especially for organizations within manufacturing and production. Organizations with mandatory vaccination are implementing increased education and awareness programs for vaccine-hesitant employees, supporting and encouraging them to get the shots.
Most organizations are gladly retaining safety measures, social distancing, and mask-wearing while respecting the privacy of their employees and their vaccination status either way. Accommodations have been made for individuals who require them regarding safety measures or for those who are unable to receive the vaccine.
All leaders recognized these challenges provide an opportunity to re-evaluate their corporate culture – what kind of organization will exist if teams are always separated, or if a divide between onsite workers and remote workers continues. Leaders are looking at creative ways to keep employees connected and engaged through virtual coffee chats and designated drop-in lunch days.
THOUGHTS ON LEADERSHIP AND CHANGE
One of the questions we posed to the group was, “what would you tell your pre-pandemic self?” The biggest takeaway from the HR leaders was to be patient with yourself and find time to ensure you are taken care of. The answers will work themselves out – it is ok to say you don’t know the answer and ask for help figuring things out. They were making decisions in a panic or under pressure (they just had to decide), and with hindsight realize that they could have slowed down and taken time to figure things out.
Many leaders agreed it’s important to leverage your network for information, and that, unexpectedly, more meetings allowed for opportunities for status and pulse checks, resulting in closer and better functioning teams. They also recognized that most people are incredibly resilient and can rise to any challenge. Things such as onboarding turned out to not be as difficult as expected during a pandemic and actually went really well.
Everyone agreed that regardless of the situation, it is always important to look after people and do the right thing. Make decisions based on the information you have at the time but ensure they are always for the right reason, communicating that while things may not work out as planned, everyone is doing the best they can to keep everyone safe and do the right thing.
The workplace is changing – it is truly a global workplace where work can be performed from anywhere, at any time. Organizations are having to shift to an employee-driven culture and create employee-friendly environments while maintaining the integrity of their organizational brand.