How to adapt to remote work culture


04 Feb
04Feb

Over the past few months, many employees have transitioned to fully remote work, no matter in what field you’re working in, or whatever your position is. We’re all starting to feel desperate for normalcy again, but the changes we'll experience in 2020 will affect us for a long. 

In this series, we’ll be diving into the challenges presented by the hybrid workplace model and identify the main areas of employee experience that you'll need to focus on. 


Hybrid wok model


When you are still in the middle of something, it’s hard to know exactly how it will end. Even though this isn’t the world’s first pandemic, it’s not easy to say how HR processes will be different post COVID-19 and, more specifically, how they will be different for HR departments. 

More remote work, recruiting and virtual onboarding, altered budget plans or an increased financial wellness support would be some key principles in a hybrid environment. It is the time for companies to shatter the old business culture imposed through hierarchical structures. 

However, companies find certain difficulties to adapt to a hybrid model. While some of them were required to close, and many offices transitioned as quickly as possible to being fully remote, a lot of companies suffered from a lack of digital resources, as well as a lack of access or incomplete access to fully remote work.  Quick solutions were implemented and problems were solved, on the surface at least.


Building a remote workforce


However, companies find certain difficulties to adapt to a hybrid model. While some of them were required to close, and many offices transitioned as quickly as possible to being fully remote, a lot of companies suffered from a lack of digital resources, as well as a lack of access or incomplete access to fully remote work.  Quick solutions were implemented and problems were solved, on the surface at least.

With that said, we need to be culturally prepared to adapt to a new way of remote work. In the next articles, we’ll try to cover some areas for companies to adopt the Hybrid Workplace Model. 


Collaboration and internal communication


Asynchronous communication and collaboration are key to the new hybrid workforce. These elements try to make sure that there is a communication bridge between those working in various environments.
Ideas, documents, articles, news, images,... share whatever you want, and manage the company regulations, process and workflow. In this case, managers have to know that ensuring resources and tools are put towards strengthening your company culture is key to offering the best employee experience possible.


Time management while working remotely


Time management is one of the most common issues in the generation  of productivity under this remote work. We will not focus on fixing productivity leaks (go ahead and google them if you want), However, we'll rather do a deep dive in the next articles  on how HR can use new technology for employee task planification, and manage the time they need to achieve the objectives.  Human Resources is a big topic in business media right now, old "administrative" roles are being exchanged for new "strategic" roles.


Online recruit


Multiposting and automated asynchronous video interviewing are becoming essential tools to have as a recruiter right now when everyone stays home and the talent is far from us. But this doesn’t seem to be a major problem in the new hybrid work model. Online recruiting attracts the best talent wherever it may be from any place.  
Online selection and recruitment processes will reach a turning point when HR combines these procedures with AI algorithms and virtual assistant interfaces. In the use of this technology, recruitment systems and the search for talent will be more efficient.


Virtual onboarding


Twitter: From “Yes” to desk.
Twitter’s onboarding process follows 75 distinct touch points between different areas (the new hire, the HR team, the hiring manager, IT). The focus of this process is to deliver an exceptional experience to the new team member, involving in the process several departments.

 
On the other hand, Lever used the socialization model as a process that is responsible for familiarizing the employee with his new job through different activities, such as remote workshops, virtual events, gamification, or internal social networks.