The world of work is still somewhat divided around the hybrid model. A rising number of employers want people to return to offices more frequently, if not full-time. According to a PwC survey, 55 per cent of millennials, 54 per cent of Gen X, and 48 per cent of Gen Z Middle Eastern respondents agree that they can choose how they do their work in a way that suits them. Moreover, Gartner forecasts that by the end of 2023, 39 per cent of global knowledge workers will be working hybrid.
Numerous examples around the globe suggest that it is, indeed, possible to bridge the gap between what employers want and what employees desire. But how should companies approach hybrid work? What strategies have proven successful? Logitech’s partnerships with companies that pioneered the hybrid work revolution enabled us to understand the current landscape and outline the do’s and don’ts of this new logic of work.
Organisations must set business objectives and include employee input
It’s true that hybrid work looks different for every organisation. However, no matter what a hybrid environment is like, it needs to support a company’s core business objectives. Sure, leaders want their employees to be happy, but there also needs to be structure around how, when, and where people work to ensure that goals are met.
Companies today must understand that the key to driving results is creating environments that promote productivity and collaboration, whether remote or in-person. The balance between business goals and what employees want requires open communication. Leaders set the priorities but employees should be included in the conversation to help define their organisation’s hybrid environment.
This collaboration can happen company-wide through employee surveys or through discussions between managers and their direct reports to determine what works best for everyone. The Information collected should be used to truly understand what works best for employees. Real-time information gathering can provide can provide valuable data to aid workspace and facility planning. For example, when people come into the office and where they tend to gather; which offices and conference rooms are being used, when they’re being used, and by how many. With all this data, organisations can then start designing or redesigning their office space.
Spaces must be focused around people and prioritise flexibility
How people feel about work has changed in the last couple of years. Our relationship to the office, to each other, and to work itself continues to evolve as priorities shift and we realise just how important human connection is. While working from home has its benefits, such as the ability to focus on “deep work,” it also has its drawbacks, including a lack of social interaction and greater friction in collaboration. Being together and drawing inspiration from each other is vitally important.
At the same time, flexibility is one of the greatest advantages of hybrid work. Research suggests that giving employees flexibility in their daily schedules leads to higher productivity and strong organisational cultures. The Future Forum’s Pulse Report shows that in companies that offer more flexibility with schedules, employees have better focus (64 per cent) and overall heightened productivity (39 per cent).
Thus, when we come into physical offices now, we need spaces that can accommodate collaborative work and social time as well as meaningful quiet time to focus on our own projects. Spaces that are dynamic, malleable, and break down barriers. Office design has to be done thoughtfully and with the possibility of easily shifting spaces. For example, with fewer people coming together in-person, large meeting rooms can be replaced with smaller rooms to be used for various purposes, from mentoring sessions, to one-to-one meetings for specific projects, to hybrid team meetings.
Ensuring that spaces and employees are properly equipped
An effective hybrid environment necessitates that employees should be able to collaborate on equal footing with their colleagues, particularly when they’re in different locations and meeting virtually. At Logitech, we call this “meeting equity,” and it’s vital to hybrid work. However, according to Logitech’s Meeting Equity survey, 47 per cent of the UAE and 40 per cent of the Saudi Arabian respondents feel less included compared to in-person meeting participants.
The easiest way for companies to address this challenge and properly enable office spaces for the hybrid work era is to start with technology and then build around that experience, taking into account the requirements of both the employees in the room and those joining the meetings remotely. This means investing in technology solutions that allow employees to flow easily between environments, be it a home office, a shared desk in the office, or a meeting room.
Our survey also found that 77 per cent of the UAE and 62 per cent of the Saudi Arabian participants agree that hybrid meetings are more engaging when video conferencing systems with high-quality audio and video output are used. Exactly like Logitech’s range of video conferencing solutions. With the proper light, acoustics, multi-screen setups, audio with modular microphones, and so on, everyone will be able to be seen and heard clearly. Additionally, companies should provide technology that allows employees to remotely book rooms or spaces for the day.
Hybrid work is worth the effort
Flexibility around people’s schedules, when combined with the right technology, can lead to happier, more productive employees, which can also have a positive effect on talent retainment. While a hybrid environment may take some getting used to, it’s here to stay. Putting more thought into it now will help Middle Eastern organisations create a smoother transition that will lead to enhanced productivity and efficiency. Ultimately, companies that adapt to hybrid work will be more successful in the long run. And so will their employees.
