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Rethinking Leadership In A Hybrid Work Model

President and Managing Director, Capgemini Canada.

With the corporate world navigating a talent shortage as many workers change roles, combined with a pressing need for businesses to be more competitive, it is more critical than ever for business leaders to evaluate their approach to hybrid work and adapt to meet employees where they are. Elevating our approach to leadership and business makes all the difference when it comes to employee engagement, retention and satisfaction, fostering a stronger and more competitive organization.

The transition to hybrid and remote work has created a disconnect between leaders and employees. In fact, while 69% of leaders believe that the transition to hybrid work was well managed by their organization, less than half (49%) of employees would say the same. Our recent report, Re-Learning Leadership, found that less than 50% of employees in nonsupervisory roles feel heard and included within their organization.

To bridge this gap, I suggest leaders take a human-centric approach—one that is rooted in emotional intelligence, is empathetic and actively addresses the fundamental issues experienced by all. For the employee experience, this involves actively creating opportunities for professional development, preserving company culture and establishing trust.

Focus on employee well-being.

The past two years have pushed more employees to advocate and prioritize a working environment that supports their overall well-being and avoids burnout—rightly so. A survey found that 64% of people have experienced burnout in their career, and another found that 70% would leave their job for another offering better resources to reduce burnout. And yet, our research found that most organizations have not established adequate practices to address this issue, with only 34% of employees feeling like their organization is actively working to reduce burnout. Leadership needs to look at employee well-being holistically, which not only includes reactive measures but also preventative ones like flexible work hours, workload management and mental health supports. Investing in these key areas with the support of human resources specialists can promote a culture of trust.

Create new opportunities for learning and development.

When it comes to professional development, leadership teams need to make a conscious effort to create opportunities for staff in their day to day and through regular training workshops that are both engaging and accessible in a hybrid world. Part of driving a work environment that challenges employees is ensuring they stay on top of what’s new and innovative. This is especially key for those who possess a strong digital skill set, and it’s important that leaders are creating an environment where people have interesting and dynamic projects to work on. In addition, rewarding employees for their productivity and growth, along with setting them up for career progression, can improve company morale and lead to a better working relationship between employees and senior leaders.

Intentionally build company culture.

In my view, 100% remote work does not work long term. As humans, we need to connect with one another to feel like we are a part of something bigger—this is especially true as employees continue to work in the hybrid model. Actively building company culture outside of the office by coordinating mentorship opportunities, book clubs or recognition initiatives for company milestones with hybrid-friendly programming are a few ways companies can sustain company culture, even when employees are far apart.

Prioritize trust.

Lastly, none of these efforts mean anything without the trust of your employees, and many organizations have work to do to build it. In fact, our research found that less than 40% of employees feel that their organization has established an environment of trust. So how does an organization establish trust with their employees? I think Frances Frei and Anne Morriss said it best when they described trust as the perfect triangle of empathy, logic and authenticity. When employees believe in your ability, know you care for them and feel like they’re connecting with the real you, you’ll be able to create a more motivated and engaged workforce. It’s also important for leaders to actively listen to their employees to effectively understand their needs, rather than assume what they want.

The shift to hybrid work presents leaders with a professional development opportunity to create strategies that will enable successful outcomes in both a hybrid and in-person work environment. Businesses that encourage leaders to shift their leadership approach to meet the needs of today’s hybrid workforce will likely be able to attract and retain top talent and see the benefit now and down the road.


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