So, if return-to-work mandates aren’t the solution, what is? In this third part of this series, let’s break down how to design a better workplace. The interesting thing is, many organizations already knew the answer—flexible work arrangements. During the pandemic, leaders recognized that some employees needed to be in the office, while others didn’t. They also saw people juggling small children, struggling with isolation, or managing elder care. Leaders took a critical look at what was truly essential, assessed individual needs, and found ways to compromise. Yet, while leaders understood what was needed, creating flexible work arrangements wasn’t easy. It placed a heavy burden on middle managers, who were already under significant pressure. (See how middle managers have been impacted).
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First, don’t rely solely on leaders to make flexible work arrangements work. Involve the team in deciding what will work best for them. Each individual is unique—not only in their personal needs but also in what their role requires. For example, consider how much collaboration and focused time is needed. Below are some sample guiding questions to help you start the conversation. | The best solutions we’ve always found is when you refer to the experts doing the jobs. And that’s not the [leader]" - Craig Knight, Organizational Psychologist |
In your first meeting (or when new team members join), consider establishing answers to questions like:
• Who are our clients?
• How will we prioritize key accounts?
• Are there efficiencies we can implement for our clients?
• Are there times when more team members need to be available?
• What do we expect from one another?
• What decisions can we make independently?
• Are we responsible for anything we don’t control? If so, what?
• How will we make decisions as a team?
• What haven’t we discussed that we should?
Then, drill down into specific questions, such as:
• What have we agreed on in terms of work flexibility?
• What are the team’s current working hours?
• When does the team take breaks or lunch?
• What type of flexibility does each person need?
• How can we ensure client needs are met while maintaining team efficiency?
• How can we best support each other?
• How often should we check in with one another?
• How will we know if our flexible schedule is successful?
• Who are our clients?
• How will we prioritize key accounts?
• Are there efficiencies we can implement for our clients?
• Are there times when more team members need to be available?
• What do we expect from one another?
• What decisions can we make independently?
• Are we responsible for anything we don’t control? If so, what?
• How will we make decisions as a team?
• What haven’t we discussed that we should?
Then, drill down into specific questions, such as:
• What have we agreed on in terms of work flexibility?
• What are the team’s current working hours?
• When does the team take breaks or lunch?
• What type of flexibility does each person need?
• How can we ensure client needs are met while maintaining team efficiency?
• How can we best support each other?
• How often should we check in with one another?
• How will we know if our flexible schedule is successful?
It’s essential to revisit these questions when the team shifts (e.g., new members or changing personal needs) or when the portfolio changes (e.g., new products, new KPIs). Holding this type of meeting quarterly can help balance the effort of hosting with the flexibility needed to respond to team changes. Adopting this type of results-centered approach has shown numerous benefits: reduced turnover (from 11% to 6%), increased schedule control, reduced work-family conflict, improved sleep, energy, and self-reported health, and even increased family meals. |
Research shows that the main tasks that are significantly better done in person (though sometimes only marginally) are coaching conversations and development requiring change or relearning. So, if you need in-office days, they may be best used for 1:1 meetings. Knowing these days are reserved for in-depth discussions will prompt both leaders and employees to prepare for candid, productive conversations.
Flexible Work Design
When you focus on results, you’ll better understand when face-to-face time is necessary for productivity and accountability.
In my previous article, I addressed some of the reasons why executives prefer in-office work and how to find alternatives. So when you do bring employees into the office, you are intentional about the value of their time together. Some other great intentional, meaningful, in-person activities include peer mentorship programs, office hours, and brainstorming sessions. By being intentional, you help build trust, foster innovation, and increase engagement when teams are in the office. | There is a disconnect to what executives want and what employees want. One study found that three-quarters of executives want employees in office 3-5 days a week, whereas only a third of employees want the same. And of those who worked fully remote in the pandemic, 44% of executives want to come in every day, whereas only 17% of employees wanted that. My previous article discusses how to address some common reasons why executives want to be back in office more than employees. - Future Forum |
Hybrid work involves a balance between collaboration and solo focus time. When you understand the team’s specific needs for each, it’s easier to set up the right environment. Based on research data, employees likely will only need a few hours a week in the office, while managers may benefit from around 1.5 days a week. And for those unable to come in (e.g., people with disabilities or those in other regions), virtual tools can ensure everyone stays connected. However, leaders must ensure they don’t inadvertently reward those who come in with more visibility, mentoring, or communication.
A flexible approach doesn’t just accommodate diverse needs and abilities; it also supports different work styles or needs. For example, a salesperson’s “in-office” time might be with customers, while knowledge workers may need more uninterrupted focus time. And, of course, “early birds” and “night owls” often have different peak productivity times where they would benefit from their optimal focus times being outside 9 to 5 hours. For employees in roles that don’t allow for hybrid work, like retail or customer service, consider other ways to build flexibility, such as variable start and end times or shifts of different lengths. New software solutions even allow employees to self-build schedules, providing both autonomy and collaboration opportunities. Managers can set parameters, like peak staffing times, and the system can help avoid overtime or scheduling conflicts. |
When on-site time is necessary, make it appealing to reduce stress and retain employees. Gartner suggests options like on-site or nearby childcare, housing stipends, commuting reimbursements, relocating offices to lower-cost areas, free cafeterias, and even pet-friendly workplaces to ease the burden on employees.
Redesign Leader's Roles
While adopting a results-centered approach and a flexible work design, we also need to rethink leaders’ roles. As previously discussed in the article "Is Your Leadership Strategy Sustainable?", leaders face unrealistic workloads. To reduce the burden, aim to cut administrative tasks by half. Consider these ideas:
Additionally, we need to upskill leaders to manage performance, not people. To help leaders manage performance, they can benefit from training in communication, critical thinking, and performance conversations. Gone are the days of managing by “walking around”—leaders now need forethought on how and when they meet with their teams.
For those leaders who are missing the in-person team dynamics, provide resources to plan for more specific events and meetings (e.g., event coordinators, team building facilitators). Having purposeful offsites can then be engaging for everyone.
- Automate as many administrative tasks as possible (e.g., logging expenses with phone photos).
- Set email guidelines to reduce unnecessary communication.
- Align manager responsibilities with strategic priorities, allowing them to focus on key relationships or projects.
- Streamline people management processes to ensure they’re simple and valuable.
Additionally, we need to upskill leaders to manage performance, not people. To help leaders manage performance, they can benefit from training in communication, critical thinking, and performance conversations. Gone are the days of managing by “walking around”—leaders now need forethought on how and when they meet with their teams.
For those leaders who are missing the in-person team dynamics, provide resources to plan for more specific events and meetings (e.g., event coordinators, team building facilitators). Having purposeful offsites can then be engaging for everyone.
Embracing virtual and hybrid work opens up access to diverse talent pools and can help reduce costs. Giving employees control over where and how they work builds their sense of autonomy, helping meet both personal and professional needs. It’s a win-win—saving the company money, accelerating corporate strategies, and improving team engagement. | Culture is about people and behaviors, not place, Lister said. So it behooves companies first to be clear what they want their culture to be and then be more intentional about the ways they cultivate it. - Jeanne Sahadi, CNN Business |
Further Readings:
- www.psychologytoday.com/ca/blog/people-planet-profits/202005/redesigning-how-we-work
- https://www.psychologytoday.com/ca/blog/people-planet-profits/202006/is-your-leadership-strategy-sustainable
- https://www.psychologytoday.com/ca/blog/people-planet-profits/202205/the-plight-of-the-middle-manager
- https://edata.conferenceboard.ca/docs/default-source/hr-resources/oct2022_presentation_laurenflorko.pdf?sfvrsn=88442313_2
- https://www.conferenceboard.ca/wp-content/uploads/2022/10/real-connections-in-a-virtual-world_2024.pdf
- https://www.cnn.com/2022/07/13/success/hybrid-work-days-in-office/index.html
- https://www.national.ca/en/perspectives/detail/employees-in-office-days/
- https://www.psychologytoday.com/ca/blog/people-planet-profits/202203/how-to-build-your-problem-solving-skills
- https://www.psychologytoday.com/ca/blog/people-planet-profits/202106/how-to-improve-your-communication-skills
- https://www.psychologytoday.com/ca/blog/people-planet-profits/202008/10-steps-for-having-a-difficult-conversation
- Coltrane, Miller, DeHaan, & Steward, 2013
- Glass, 2004
- Hill, Tranby, Kelly & Moen, 2013
- Judiesh & Lyness, 1999
- Kelly, Moen & Tranby, 2011
- Moen, Fan, & Kelly, 2013
- Moen, Kelly & Hill, 2011
- Moen, Kelly, Tranby & Huang, 2011
- Perlow, 2012
- Perlow & Kelly, 2014
- Rogier & Padgett, 2004
- TinyPulse, 2016
- Gartner, 2023; 2024
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