What are some strategies for preparing your workforce to return to in-person or hybrid working?
Sr. Managing Director in Finance (non-banking), 5,001 - 10,000 employees
- setting up expectations and giving up-front information ( can they still use masks, can they handshake) - setting up 1:1s to understand what they have gone through, what is on their mind
- understanding their desire and level of excitement ( are they happy to return? Or prefer WFH)
- arranging happy hours, lunches, team meetings
- making them aware of any office changes, seating arrangements.
- quickly getting over this transition and adjusting to new normal
CTO in Software, 2 - 10 employees
This is probably unhelpful, but we have no intention of returning to in-person working and are staying as 100% work from home.Director, Security Operations in Telecommunication, 501 - 1,000 employees
I think a good review of the various roles/positions in order to determine which are 1) absolutely needed to be i the office, 2) which would benefit from some close-quarters "in office time" and which can really be done remotely full time with little/no impact and structure policies accordingly. For the population that comes in full time or partially, ensure proper office set up to support continued distancing (we're not completely out of the woods with all this yet) and hygiene. Above all, communicate, communicate, communicate! I would warn against the tendency to jump back into work-social functions in large groups (Ex. "Let's all get together outside the office for a team-building event since we're been apart for so long!") since I've watched this happen a few times already and has resulted in wide-spread infections). Senior Director of Engineering in Software, 501 - 1,000 employees
Revisit the office experience.Not having everyone back at the office really changes the way people use and feel the office.
Director Of Technology in Education, 51 - 200 employees
We asked all teachers to come back in excess of 2 weeks before we expected students to return to in-person teaching.1) have staff wear masks
2) practice social distancing, especially in faculty rooms and the canteen
3) practice coming back to campus
We all tend to get tired quickly when wearing masks and need to build up our stamina after months and months of working from home.
MSP & IT Director in Services (non-Government), 2 - 10 employees
I think that for many, they be less productive in the office, due to office commute times and office social norms , perhaps even more in person meetings. For those that want/need people back in the office but are offering a hybrid option, might get the best from their workforce. That being said, some people are more productive in an office environment so gaging and understanding your peoples ability to thrive, be mindful and willing to give your workforce the ability to be their best. Offering flexibility and early clear communications will make in-person or hybrid working the most successful it can be.
Most importantly, COVID has changed many people and their way of thinking regarding personal safety, and forcing someone back into the office may create tension or discomfort for some. Make sure to value the work each person does so that personal feelings and thoughts about new "norms" can be addressed in a way that works for everyone
IT Director and Software Producer in Software, 11 - 50 employees
I'll just add in to the "we're re-examining the office experience" voices -- we may not return to the office. Our confidential surveys have shown that >90% of the staff would prefer to work from home permanently.VP of Engineering in Software, 51 - 200 employees
We have to make sure the cost of travel is worth the experience during the in-person/hybrid working experience. This typical means at the moment to be more social experience.Another challenge is that many has actually moved much further away from the Central Business District, so this is another challenge needed to be overcome.
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CTO in Software, 201 - 500 employees
Without a doubt - Technical Debt! It's a ball and chain that creates an ever increasing drag on any organization, stifles innovation, and prevents transformation.Community User in Software, 11 - 50 employees
organized a virtual escape room via https://www.puzzlebreak.us/ - even though his team lost it was a fun subtitue for just a "virtual happy hour"
Yes, this is a good move for both the business and employees to recharge.32%
Yes, but vacation time could have been offered through a less disruptive model.48%
No, we can't afford to lose that many consecutive operating days.18%
Other (please share below)1%
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VP Talent, Learning & Organisational Development in Manufacturing, 10,001+ employees
Hi, we are not yet focusing on % but focusing on the quality of the talent reviews. Your % will depend on the population you are measuring, do you target your full work force or only senior management? In my case my target ...read more
It goes both ways, too. Because you may not feel comfortable shaking hands and they do. So many things are running through your mind. A lot of people are getting real anxiety over going back to working in the office. They’re saying, “I'm fine with just being at home on Zoom. I can't mess that up.” If they go into the office again, there’s the whole hand shaking issue: do we touch at all? Do we do a fist bump? Do we wear masks? What's the comfort level of four people in a conference room? There are so many permutations running through their head that they just want to stick with meeting virtually.
Maybe being very upfront about those issues would help, even if it's just saying, “I know everybody's going to feel this way and all of that is okay.” It could be good to call it out upfront before we get together. That way we don't have to try to guess what each other's comfort level is.
Making sure you're having those conversations up front will be helpful. Once it's out there, it's not so scary or awkward.