The Association Leader’s Strategic Guide to the Hybrid Work Galaxy
Remote work is here to stay. That’s something we all can agree on, said 2023 ASAE Annual Meeting panelists Chip Flater of the American Counseling Association, George Rears, MBA, PMP, CSM, of Achurch Consulting, Mindy Saffer, LEED AP, of CRESA, and Erik Haas of designDATA.
Where we go from here is to address the challenges around maintaining a remote or hybrid workforce, specifically those related to four areas: people, policy, space and technology.
People
The productivity paranoia that took over in the midst of the pandemic proved never to be substantiated. In fact, many employees discovered they could be more productive in a remote environment for specific job roles or tasks.
However, the challenge of how to create and maintain a strong company culture when employees aren’t in the same physical space did prove to be real. Associations are protective of the cultures they establish for their staff and members, and there’s good reason. A strong culture allows organizations to retain top talent, build stronger teams and trust among employees, and create a sense of belonging.
Company values are at the core of any culture. Values must be clearly defined, embedded and lived throughout the organizations for them to be realized.
Policy
A written policy that addresses legal risks and optimizes operations is the foundation of any remote organization and provides clear communication for all employees. The worst thing you can do is not tell people the expectations, the panel emphasized.
A specific remote work policy is just the beginning though. Policies also need to be created or updated to reflect the move to a remote or hybrid workforce that relate to expectations regarding health, wellness and safety; document storage, access and retention; and job classifications, timekeeping and taxes.
Space
In 2022, 51% of employees said they spent time in the office each week, according to research from Cresa, meaning that the office is still relevant to workers. That same survey showed that admin and support teams spent more time in the office than leadership, and the main reason people gave for their desire to spend time in the office is “to focus on my work.”
Today’s office may look different though. Organizations are restructuring their offices based on the needs of a hybrid workforce and to meet the demands of today’s workers. The new office is a blend of clubhouse, coffee shop, library, creative lab, and conference center, corporate office and boutique hotel. In general, it combines “me” space with “we” space so workers can go between the two seamlessly.
Panelists recommended that organizations that are redesigning and right-sizing for this new workforce should be proactive in reinvesting any savings into the needs of a flexible workforce.
Technology
A new approach to work requires new technology. The panelists noted three requirements: a single collaboration hub, a meaningful hybrid meeting platform, and the proper hardware, connectivity and cybersecurity.
New tools only go so far if they’re being used to continue old process. Managing the change with intentionality is key.
