Author

Poornima B

CEO InsighTEK Global

MANAGING TALENTS IN DISTRIBUTED ENVIRONMENT OR IN A HYBRID MODEL

In the “New Ways of Working”, an employer is dealing with changing Work culture, Flexible working hours, Smart Working, Motivation, Stress, Work-life Balance, Fitness and the list keeps growing. There is also “rise of the Part-timers” to consider when managing Talents.

Remote working has pushed the distributed working model to a higher level of acceptance for both Clients and Employees. Some organizations are exploring the Hybrid model to manage Talents, while others are fine-tuning Distributed Environment models. Both these models offer unique benefits to Talents as well as Employers.

Employers can optimize their current workforce and even attract new high-skilled workforce by enabling a hybrid work model, defined as a combination of office and remote work. The great thing about a distributed and hybrid work model is that Talents can schedule their work outside of regular meeting hours so they can focus on getting the job done in silence, without interruptions or distractions. Part-timers also find this model good to offer their services to multiple organizations.

Distributed or Hybrid work Environment is much more than the number of days per week employees have to spend in the office. Research shows that employers’ numerous benefits, flexibility, and support in this model are convincing for Talents, and retention of Talents is in the early adoption phase.

Creating a successful distributed or hybrid work model requires greater workplace flexibility, coupled with the right technology,

to give Talents or Employees access to everything they need to get their job done, whether they’re in the office or at the dinner table.

If organizations can consciously create these opportunities, talents could be managed better, for example, improving personalized workspaces with ergonomic chairs, healthcare support, or fitness subscriptions.

 Facility managers may consider expanding activity-based workspaces to include learning centers, providing employees with a quiet and comfortable office and remote learning space with the choice to choose when and where they are most productive. Teams can strike a delicate balance between creativity and collaboration by encouraging a culture that sees remote work as a positive alternative to focusing on office tasks.

A PwC study found that 68% of executives believe employees should be in the office at least three days a week to maintain a corporate culture, but more than half – 55% would prefer to continue working at least three days a week remotely.

Give employees the option to combine in-office and telecommuting and choose the days they want to be in the office if their work allows for that flexibility.

Suppose a hybrid work policy allows two days of in-office work and three days of remote work; in that case, organizations may consider allowing employees to determine weekly schedules individually or between teams. An employer has to put a process in place to support this, so a prior request can help manage project deliverables or milestone-based outcomes.

To manage Talents while increasing productivity growth, Organizations need to consider moving to hybrid workplaces. A combination of remote and office work, which allows employees to make life-friendly decisions, encourages flexible working hours, collaboration, communication, and team-building, leading to retention of Talents.

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