Best practices in hybrid working. How leaders avoid pitfalls and increase effectiveness
Hybrid working is now the standard, but not every organisation knows how to unlock its full potential. We analysed 18 different areas of organisational performance in Poland to identify what sets the leaders of hybrid transformation apart. The result is a practical guide featuring proven best practices that increase effectiveness and resilience in the face of challenges.
The Hybrid Peloton
The situation of organizations working in a hybrid modelcan be compared to a cycling peloton. At the front are the leaders, while at the back remain the stragglers. The key difference between these two groups lies in their position within the peloton. Stragglers struggle with so called “hybrid diseases”, which makes them more cautious in their approach to change. Meanwhile, leaders continue their journey without disruption. Leaders adapt far more effectively to hybrid work models – they are bolder and more open to solutions with a higher share of remote work.
What really distinguishes hybrid work leaders and stragglers in Poland?
There are numerous differences between hybrid work leaders and stragglers in Poland. To highlight the most important ones, we examined how these two groups approach key strategic areas, including implemented work models, policies encouraging office presence and talent acquisition strategies.
Leaders are more likely to manage information about employee availability (57% vs. 26%). Another factor that differentiates leaders from stragglers is that they provide management with support in handling flexible forms of work (57% vs. 26%). Both groups hold regular one-to-one meetings and/or team sessions, but leaders place a much greater emphasis on them (51% vs. 72%). A similar pattern can be seen in the adaptation of office space for hybrid work. Leaders have addressed this aspect to a greater extent (58% have adapted their office space) than stragglers (39%).
The cycling metaphor helps illustrate what the statistical analysis of data from the Hybrid and Beyond study, conducted regularly by Colliers Define, reveals. The picture of how organisations and their work models evolve is further complemented by the concept of “hybrid diseases”, developed by the Colliers Define team.
Would you like to understand what distinguishes leaders and how to implement an effective hybrid work model
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