The global pandemic has blown the traditional 9-5, office-based approach to work, out of the water. The last 12 months have challenged our assumptions about how work gets done. As we tentatively move towards the next phase, some great questions are being asked about how we can embrace a new working paradigm, and more importantly how we can make it a success.
For many, what comes next falls under the umbrella of ‘hybrid working’ which we talked about in more detail in our recent blog. Hybrid working is really all about flexible working, not just in terms of location but time as well.
So where do you begin when designing a hybrid working style that is right for your organisation? The clue is in the word ‘flexible’. Flexibility is not about a one-size-fits-all approach. It is not about a prescriptive set of rules and policies. A quick look at any of the current research on hybrid working preferences, will tell you that some people want to keep working remotely, some can’t wait to get back into the office, and some want a bit of both. Which is why we advocate using design-thinking to figure out the best approach for your organisation, your people, and the work they do. But we also believe that an understanding of psychology and neuroscience can help you better to design the right solutions for your organisation.
First, let’s consider the role of autonomy. Autonomy at work is helpful for a whole host of reasons. Our recent research into what constitutes a great experience at work found that autonomy was always a key feature. Being able to work flexibly clearly provides us with autonomy: we can work in a way that suits us. When we have autonomy, it gives us a sense of personal control, we are deciding for ourselves where and when to work for example. We have a deep-rooted need for some control, or at least a perception of control, over our environment. Without control, we feel helpless, and in prehistoric times, we’d be unlikely to survive. Having autonomy can help to reduce levels of stress and cortisol. So, giving people some choice in how they can make hybrid work for them is a good thing, both for our motivation and our health. And the research shows us that, our reward centres in our brains activated when we get to make a choice (or even anticipate making a choice) but we also value that choice more (because we made it, so we are committed to it). There is a significant opportunity to ensure autonomy features as a central part of any hybrid working approach.
Consider
- What are you already doing to involve people? Can you do more?
- How can you pass down responsibility?
- What happens when employees are under pressure – is there a tendency to micro-manage?
Next up let’s look at the role of social connection.
Having strong social connections clearly contributes towards our wellbeing, but can help us to live longer too. Once again this is about our survival, strong social connections means a higher likelihood of living longer. Our brains are wired to constantly check whether or not we are accepted or rejected, often referred to as being in the ingroup or outgroup.
Neuroscience has revealed that we process thoughts about people in different parts of our brain, depending on whether we consider them ingroup or outgroup, and not surprisingly, our brains are far less empathetic to those who are in our outgroups. Social rejection has been shown to have a significant impact on our ability to think. We need to consider how to ensure there are opportunities for social connection in our hybrid working approach.
The research on how remote working impacts social connection is still in its infancy and the findings are mixed. In addition, research into the use of social media to contribute (or not) towards social connections is also mixed. Early indications suggest that interactions which involve voice (e.g., phone, video chat, or voice chat) lead to stronger social connection compared to those without voice.
Consider:
- Would all team members say they feel part of an ‘in-group’?
- What can you do to remove any barriers to people feeling part of an in-group?
- What steps can you take to help employees connect with each other?
Finally, we wanted to turn our focus to fairness, which is an intrinsic motivator. Again, this stems back to survival: for our prehistoric ancestors to survive, they needed to have their fair share of food, and warmth from the fire. Studies show that fairness is associated with pleasure and unfairness is intrinsically aversive. Whatever approach to hybrid working you take; it must be perceived as fair by your employees, and not favour specific groups.
Consider:
- Would people say that they are fairly treated in comparison with others?
- Fairness is not about treating everyone the same way – do people understand and accept the rationale for why some groups might be treated differently from others
In summary
- Hybrid working must be about autonomy – enabling employees to work make choices about hybrid can work for them. It must not be a prescriptive approach with strict rules and policies.
- You have to consider how to provide opportunities to make, and deepen, social connections, no matter where or how people choose to work. Comms channels using an element of voice will help.
- Whatever approach you take, your communication and dialogue are critical to help people understand your approach and why you have landed on it. Listen carefully to objections and feedback and respond quickly and calmly.
If you’d like to hear more about our approach to hybrid working, get in touch today
