How to prepare for discussions about returning to in-office work?
After the end of the remote work recommendation, some are more than eager to return to the workplace, some dread it, and others are somewhere between the two. The only certainty is that there will be a lot of uncertainty. Supervisors may face challenging situations and discussions with team members about returning to in-office work, so how should one prepare for them?
Terveystalo’s expert organizational psychologist Outi Ikonen lists tips to help supervisors to build a functional hybrid work model.
The organization’s common rules
First, make sure that you are familiar with the organization’s approach to hybrid work and the limits within which you and your team can agree on things. For example, does your organization have a recommendation on the number of in-office working days, or are flexible working hours allowed? Find out what the general policies are that apply to everyone, so that you do not come up with different arrangements with your team.
Do not cling to the concept of fairness
The team may have different tasks that require different arrangements. Think about everyone’s role and how it is affected by remote work and in-office work. For some, their work requires a large amount of in-office work – for others, the work tasks can mostly be done remotely. Some in your team will probably inevitably feel that the principle you apply is unfair if it is not the same for everyone. Others will think that the practice is unfair if it does not take into account the differences in roles and responsibilities. Tell your team openly what things you emphasize when estimating the amount of remote work and in-office work. Also, keep in mind that the employer has the right to indicate the place of work, but compulsion is not a motivating incentive.
Consider the benefit of the team
In addition to how hybrid work is outlined at the organizational level and how it fits into each individual’s work tasks and wishes, it is important to think about what kind of arrangement is in the best interests of the team. How do different roles interact with each other, and what kind of arrangement would best promote cooperation, create a stronger connection between team members, and build a positive and humanely efficient work culture? As a supervisor, your responsibility is to build a team, not just strong individuals.
Start by experimenting, accept that it is a journey toward the final operating model
When you have found a working solution, arrange a time for an evaluation. This way, you can both relax knowing that you are doing everything you can to make the chosen model work, but it can be changed if needed. Keep iterating until you feel you have reached the best solution for the organization, team and individual.
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