{"id":32604,"date":"2021-09-15T12:16:46","date_gmt":"2021-09-15T11:16:46","guid":{"rendered":"https:\/\/digileaders.com\/?p=32604"},"modified":"2021-09-15T12:16:46","modified_gmt":"2021-09-15T11:16:46","slug":"how-people-and-culture-can-drive-business-success-through-hybrid-and-flexible-working","status":"publish","type":"post","link":"https:\/\/digileaders.com\/how-people-and-culture-can-drive-business-success-through-hybrid-and-flexible-working\/","title":{"rendered":"How people and culture can drive business success through hybrid and flexible working"},"content":{"rendered":"

Justin Hassall, Informed Solutions\u2019 Head of People Services and David Lawton, Head of InformedACADEMY\u00a9 and the Academic Alliances Programme, share their reflections on how the company\u2019s people are coming together to shape a diverse, collaborative, and high performing workplace as we continue to emerge from Covid lockdown restrictions.<\/i><\/b><\/p>\n

As Covid-19 restrictions ease, company Directors are wrestling with how to harness the learnings of the past 18 months and use these to shape sustainable hybrid and flexible working practices that support what\u2019s most important to their business and people.\u00a0 For 30 years, the leadership team at Informed Solutions has worked incredibly hard to build and continually improve a workplace culture that is diverse, inclusive, and genuinely egalitarian.\u00a0 A common pitfall for many businesses is that Directors facing significant economic and market pressures can too quickly focus on the \u2018needs\u2019 of the business, failing to authentically engage with and consult their staff.\u00a0 This can result in companies rolling out overly prescriptive and inflexible working patterns.\u00a0 Staff do not feel heard and do not believe that their needs have been considered, leading to disenfranchisement and a breakdown of trust in a business\u2019s most senior leaders.<\/span><\/p>\n

We have always sought to leverage the power of the collective intelligence, formidable teamworking and problem-solving skills of people.\u00a0 Therefore, our approach to solving the challenge of \u2018What does a sustainable solution to hybrid and flexible working look like?\u2019 is currently the focus of a company-wide people initiative.\u00a0 We invited all staff to contribute to co-designing a \u2018smart\u2019 hybrid working solution based on common principles, which adapt to the requirements of different professional roles, as well as the various career paths and personal lifestyle preferences.<\/span><\/p>\n

Never too proud to learn from the experiences and insights of other leaders, we\u2019ve paid close attention to different industry views and research findings.\u00a0 Whilst benefitting from the experiences of other companies, we appreciate that we are unlikely to design a hybrid working solution that will be all things to all people, and we are therefore clear that the needs of our clients and staff need to be front and centre.<\/span><\/p>\n

So, what are the key principles that will drive the design of Informed\u2019s hybrid working solution, and why are these principles important to us?<\/span><\/p>\n

 <\/p>\n

Listening to our people and clients and being ready to adapt.<\/h3>\n

It\u2019s unrealistic to think we\u2019ve got a clear path out of the pandemic \u2013 it will be an evolving, uncertain and ambiguous path that leads to our new future.\u00a0 We acknowledge that as leaders we need to continue listening and our hybrid working model will need to continue adapting.\u00a0 New challenges will emerge, globally and nationally, so we must rely on people to work together to learn, adapt and respond, because otherwise our business cannot do the same.\u00a0 Informed Solutions has operated remote working as part of core business operations for decades \u2013 our people routinely working across various offices, from home, and alongside clients across the world.\u00a0 We invested in building a workplace culture, business processes and secure, global digital infrastructure that serves our clients, alliance partners and staff so they can work together from anywhere, at any time.\u00a0<\/span><\/p>\n

These earlier investments enabled us to pivot fully to home-based working within one working day, when the UK went into national lockdown in March 2020.\u00a0 It has also enabled us to turn the flexible and remote working dials up and down, navigating through the various levels of lockdown restrictions we\u2019ve experienced over the last 18 months.\u00a0 During this time, teams have collaborated on piloting different hybrid working patterns; using flexible, individual work plans owned by each of our people and approved at team level.\u00a0 This approach has enabled us to meet clients\u2019 needs, whilst supporting our staff through this pressured and uncertain period.<\/span><\/p>\n

 <\/p>\n

Adaptability \u2013 one size does not fit all.<\/h3>\n

In a company that intentionally builds diverse and multi-disciplinary teams, what unites us are shared values and common aims. \u00a0The right balance of remote and co-located working depends on the professional roles that people take on, as well as their personal situation.\u00a0 In some cases, the requirements of the role are relatively obvious; for example, a User Researcher needs to be able to engage with users in whatever way is most effective.\u00a0\u00a0<\/span><\/p>\n

There are also roles that involve significant team-based innovation, managing uncertainty and risk, and working in rapidly evolving environments where team-time spent together has clear advantages when it\u2019s done in-person; for example, through incidental information exchange in complex technical environments, and through the increased trust, productivity, and creativity sparked by relaxed in-person discussions (see <\/span>this recent Guardian article<\/span><\/a> illustrating many of these points).\u00a0\u00a0<\/span><\/p>\n

We also know from experience that people in the early stages of their career and new starters benefit significantly from being co-located with colleagues: building confidence and rapport in a workplace setting; directly receiving skills transfer, personalised coaching and professional development opportunities; picking up professional practices and communication skills through organically observing senior colleagues (see <\/span>this recent Microsoft article<\/span><\/a> illustrating many of these points).\u00a0\u00a0<\/span><\/p>\n

By finding a sustainable hybrid working solution, we want to ensure that<\/span> all<\/span> our people have access to learning, team working, relationship and network building, and career development opportunities.\u00a0 We don\u2019t want to tell our people that they must work a prescriptive number of days remotely or in the office.\u00a0 Rather, we believe that it\u2019s about having respectful, intelligent conversations that explore hybrid working options alongside the pros and cons, benefits and concessions of each.\u00a0 This approach empowers individuals to make the best decision, balancing what they want to achieve through their career aspirations, life stage, and personal choices.<\/span><\/p>\n

 <\/p>\n

Consideration and respect for every colleague\u2019s needs, pressures and wellbeing.<\/h3>\n

It is generally agreed that the number of meetings required to sustain team working, safeguard the wellbeing of people, maintain productivity, and meet deadlines during lockdown have soared.\u00a0 Microsoft have highlighted that since the start of lockdown, the time spent in Microsoft Teams meetings has more than doubled, and the average meeting time has also increased by some 30 percent<\/span> (see here for further details)<\/span><\/a>.\u00a0 Maintaining day-to-day team cohesion, wellbeing, and productivity in the face of needing a greater number of reactive, less structured, and often less planned digital interactions is exhausting, as it places an additional burden on already pressured people.\u00a0 This is especially true for leaders and managers that rely on floor walking and in-person observations to see how their people are working together and check that everyone is supported.\u00a0 Good leaders also leverage \u2018light touch\u2019 in-person catch-ups and relaxed coaching sessions to get to know everyone and offer personalised support or guidance, perhaps over a private coffee or after-work drink.\u00a0 It\u2019s important that we continue to have workplace relationships that offer personalised support, relaxed coaching sessions, on-the-job skills development, and the opportunity to explore career progression options in ways that don\u2019t place unfair or disproportionate pressure on anyone.<\/span><\/p>\n

 <\/p>\n

Safeguarding diversity, fairness, and inclusion.<\/h3>\n

There\u2019s a growing weight of evidence, illustrated by <\/span>this recent Harvard Business Review article<\/span><\/a>, that frequent and organic interactions between colleagues in the office environment offers people increased opportunities to take-on new skills, build stronger relationships and professional networks that better support them, and help them identify new roles and career development options.\u00a0\u00a0<\/span><\/p>\n

We are justifiably concerned that without oversight and deliberate intervention, workplaces could lose important diversity and inclusion elements, quickly reverting to the type of professional environments heavily influenced by smaller, less representative, but largely co-located groups of colleagues.<\/span><\/p>\n

We have worked very purposefully for nearly 30 years to build a fair, inclusive and egalitarian workplace environment.\u00a0 For this reason, we remain committed to ensuring that our people are supported and coached as we move towards more flexible, hybrid working.\u00a0 It\u2019s important that people do not become isolated or closed off from the types of opportunities that colleagues spending time in the office will more organically have access to.<\/span><\/p>\n

Despite the extensive work that we have undertaken, we certainly do not have all the answers.\u00a0 We\u2019ll continue to work together to create a sustainable, adaptive solution to flexible and hybrid working.\u00a0 Having reflected long and hard on what matters most to our people and business, we believe that we have identified the key ingredients to our future success.\u00a0\u00a0<\/span><\/p>\n

Our way forward will take a people and values-based approach, gathering insights offered by other leaders, and learnings from our own experiences of working through the challenges presented by the Covid-19 pandemic.\u00a0 Problem solving, collaborating, and innovating is in our DNA, and we\u2019re now collectively applying ourselves to the challenge of building sustainable, flexible, fair, inclusive, and better ways of working together.<\/span><\/p>\n

\n

More thought leadership <\/i><\/a><\/span><\/p>\n","protected":false},"excerpt":{"rendered":"

Justin Hassall, Informed Solutions\u2019 Head of People Services and David Lawton, Head of InformedACADEMY\u00a9 and the Academic Alliances Programme, share their reflections on how the company\u2019s people are coming together to shape a diverse, collaborative, and high performing workplace as we continue to emerge from […]<\/p>\n","protected":false},"author":51,"featured_media":32606,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"class_list":["post-32604","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","topic-digital-inclusion","topic-emerging-tech","topic-innovation","topic-transformation"],"acf":[],"yoast_head":"\nHow people and culture can drive business success through hybrid and flexible working | Digital Leaders<\/title>\n<meta name=\"description\" content=\"As Covid-19 restrictions ease, company Directors are wrestling with how to harness the learnings of the past 18 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