We can understand the possible Impact of Hybrid and Occupational/remote Work on Company Traditions as a Business person/entrepreneur
The epidemic has created a minor problem when it comes to corporate culture. We are in the middle of the largest ‘quit’ phase in the USA where employees leave companies and join others, often because of their ability to work in a mixed or remote way.
The problem is that employees have stated their first reason for working for the company from the very beginning of the company culture. And yet in a mixed or distant world of work, it is very difficult to build a company culture. Dichotomy indeed.
And corporate executives and startups have differing views, with some of the most demanding employees returning to work at a corporate institution, while others say that employees can stay away from the foreseeable future. What no one currently understands is the impact of a mixed-work / remote employee in company culture.
And if there is no perceived benefit in corporate culture, then why can employees be honest? It will be a happy few years as we fix all this. Below are some mistakes that you should avoid or be aware of in a mixed or distant world.
Scheduled Meetings: The first thing that can be a cultural killer is your daily internal meeting. After staying in Zoom and/or Groups for over a year, we all know how to hold visible meetings. Now, think of a meeting where half the participants are in the office, and half are at home.
Will the office team join a video call from your conference room, where distant people are shown on a flat-screen? Will distant participants be able to distinguish who is speaking when? Do they have the same access to any suitable white or visual board? How difficult will it be for them to step in and be heard? Will it sound like they really are with the whole team?
Random Meetings: In addition to scheduled meetings, a return to the office means a return to an automatic conversation that results in meaningful conversations and new ideas. In some cases, you will be able to walk down the hall and talk to other participants and get them to join the conversation, and everyone will go to the same page. In a mixed or remote setting, do you have a way to draw more people into the default conversation? If other people are not available, how will you contact them afterward? Or will they simply feel abandoned?
Team Building Looking beyond daily meetings, your overall team- and relationship-building strategies may need to be re-evaluated. Nine months into the epidemic, a Pew Research survey found that 65% of employees felt very connected to their colleagues. Slightly connected employees often quit. If you continue to treat personal tasks as a set of team-building, and visible participants are "included" as a distinction that needs to be accepted, you are almost certain that you are not part of your team, making them feel left out, eroded. involvement, and risk-benefit.
Training and promotion. In the event of an epidemic with mixed and remote workers, we ask for more from our managers. If all your employees report the same way, performance appraisal is straightforward. Over the past year, for example, we have gradually stabilized the system of visual transmission, collaboration, login, and more.
But what happens when you see a member of your group three times a week, one twice a month, and the other never? Will the person who is most familiar with the times receive special treatment just because he or she is the most accessible? Will they naturally receive additional training from you, and be immediately encouraged as a result?
Shadow Culture. The last thing you want in your company is a lot of shadow cultures. The culture of the shadow side, as explained by Gerry Egan, author of the book Working the Shadow Side, is all-important functions and arrangements that can be identified, discussed, and managed in decision-making forums that can be helpful.
While not always bad, imagine that distant employees, without daily contact with office jobs, begin to make assumptions based on what they know and cannot do. Here is an example. In the spirit of inclusion, your office staff share photo after photo of all the fun activities your team in the Slack office sees your remote employees: shared food, pranks, photos of children and pets, etc.
Behind the scenes, there is obviously a lot of hard work, open conflict, and all the other elements of a normal non-photographic company. But your remote team doesn’t see this side, and they start to establish their own ‘version of dignity’ of corporate culture, completely different from both of them and reality. At that time, there is no situation that does not leave the employee feeling disconnected and dissatisfied. Therefore, they may be a little more honest and just give up.
Thank you so much for reading share your thoughts in the comment section : )
Warm regards,
@Winy