The last two and a half years have had a marked impact on the future of work, with hybrid now a common practice for organisations globally.

However, with this rapid shift to hybrid work, two key issues have emerged. Firstly, some businesses are encountering challenges with regard to communication, collaboration and workforce synergy as teams strive to maintain productivity in a distributed capacity.

A study conducted by MIT, for example, found that while operating remotely, the vital interactions and relationships that encourage and drive innovation can be negatively impacted.

Perhaps most notably though, there has been a paradigm shift in how workers feel their schedules impact their daily lives. Employee expectations have evolved rapidly during this period, and there is no sign that this will change any time soon.

A recent study by Gartner shows that 75% of hybrid or remote workers now say their expectations for flexible working have increased. So much so that if an organisation were to mandate the return to a fully in-office setup, they could risk losing up to 39% of its workforce.

HSBC Senior Programme Manager Nicholas ‘Nik’ Bobb says it is imperative that leaders find new ways to interact and engage with colleagues to continue driving innovation and retain talent in an increasingly competitive skills landscape.

Striking a balance

Nik believes that there is a balance for leaders to strike in this post-pandemic, hybrid work environment. And just as employees have come to embrace flexibility, so too are leaders.

One of the fundamental things that a good leader takes on board is that “individuals go through change at different rates”.

When the pandemic struck and many shifted to fully remote operations, some viewed this change with a degree of excitement. But now with hybrid working and an intermittent return to the office, this readjustment can also be challenging.

He explains: “One of the things about the pandemic was that the majority of us went to a remote working model, but now, as we are coming out the other side of it, we need to help people readjust to whatever their new patterns are going to be.”

Nik says that leaders and colleagues are now experiencing what he calls an “alternative adjustment” period in the future of work.

He continues: “Now, post-pandemic, flexible working is a key discussion for employers and employees. And as a leader, you have to have an informed discussion so that you can ultimately get to a point as a company where you can balance the benefits of each different type of work.

“This can be anything from at home, at the office or somewhere in between the two, and is open to change given personal circumstances.”

Finding common ground

Across 2022, there have been a number of notable instances where staff and organisations haven’t seen eye-to-eye with regard to work practices. Apple staff, for example, pushed back against plans to introduce a hybrid work setup despite the apparent success of fully remote operations.

Recently, BT employees also voiced concerns about the introduction of a hybrid work setup, which some suggested would negatively impact employees.

While these may be instances of organisations having their own unique and potentially inflexible interpretation of flexible working, the future of work, Nik notes, is characterised as more than a rigid set of options upon which company culture and operations must rest.

Ultimately, he believes that flexibility is key in this discussion. And there should always be options left on the table by the employer.

He says: “There is always the ‘final option’, which in my mind is a flexible option that is based on changing stages of the individual experience, both personal and professional. It’s about having flexibility – but how do you approach that challenge as a leader?”

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Nik believes that leaders pondering the question of flexible working must “reverse the question” and approach the discussion with a positive mindset, and an understanding of what the potential outcomes might be for both parties.

At a macro level, he says this requires close engagement with the broader workforce to establish common ground.

Nik adds: “From there, you should be able to understand what working patterns work for colleagues. Working closely and openly with your colleagues is key to understanding how as a team we get to that shared outcome. And then the work pattern will fall into place from there.

“Because you’re focusing on an outcome and how you’re going to get there, your people are part of that journey, part of the conversation. And then you are better equipped to deal with the individual nuances that come in the future – because you will have these.

“You can deal with those individual personal situations in a way that works for everyone, ultimately benefitting colleagues, the business and the communities we serve.”

Wellbeing and inclusion

During the course of the pandemic, mental health and well-being has been a recurring topic, with research showing that hybrid work strikes the ‘best of both worlds’ for employees and their work-life balance.

In a 2021 study into hybrid work, 60% of respondents said they believe psychological and physical well-being were major benefits of this format.

Nik says that this aspect of the flexible working debate should be a key consideration for leaders, moving forward. But while the benefits are widely acknowledged, this isn’t a case of leaders embracing flexible work and leaving employees to get on with things.

Amidst a spiralling cost-of-living crisis and the challenging conditions of the last two years, many workers are struggling – and an isolated work life can have a further impact on colleagues’ mental health.

A recent survey commissioned by UiPath found that half of UK workers (50%) have experienced mental health problems in the last three years. Nearly half (41%) have also taken time off work in the last twelve months as a result.

To support people with their mental health, Nik believes that leaders must learn to be more open about mental health topics and cultivate an environment where people are comfortable expressing themselves – reducing the stigmas that can still exist in the workplace.

Stepping up and showing vulnerability as a leader helps foster this open, healthy culture and encourages dialogue.

He explains: “This is about understanding your people. So what are their concerns and how do you help them be the best version of themselves?

“One of the key elements is that many mental health issues are down to individual context. It’s about understanding that we do not, as the old saying goes, leave our personal life at the door.

“For me, this is about taking a step back and seeing your people just as that – people. They have a full, rounded life where work plays a valuable and important part – but shouldn’t detract from a healthy balance.”

While flexible, healthy work environments are increasingly viewed as a key differentiator for employees, Nik believes that truly forward-thinking leaders will view these elements as a fundamental prerequisite.

And, ultimately, it is this mindset that will help retain and attract top talent amidst a period fraught with skills shortages.

He says: “I believe that mental health and wellbeing shouldn’t be a differentiator. It’s similar to how in the 1970s the seatbelt was a differentiator in different cars. Nowadays, it’s just a prerequisite of a car.

“I think that mental health and well-being will just be a prerequisite of any company. It’s that important. It’s just the way it should be.”

Join the Conversation at DIGIT Expo 2022

Nik Bobb will join an impressive array of speakers at the upcoming DIGIT Expo Summit, held live at the EICC on Thursday 10th November.

In his talk, Nik will outline six key skills that are required to be a great leader, and examine how leaders adjust to the future of work in a post-pandemic world.

To register for a free place at the Expo, please visit: www.digit-expo.com