Regardless of the profile or location of each company, the answer to this question is crucial for the future and competitiveness of business.
Because each line of business or activity has its own needs and requirements, companies must decide if it is convenient to continue with 100% remote or 100% face-to-face work. or if you can make a combination of both modalities for the benefit of the same company and the employee.
It should be noted that although in-office work was the norm before the pandemic for most organizations, remote work became widespread during the pandemic, so now in the new normal it is up to employers to decide which way of working is ideal for your company. Here is a review of the different work formats:
Face-to-face
Thanks to globalization and technology, it is possible to have different work models in the environment, although the 100% face-to-face format has lost strength in recent years, there are companies that still consider it despite the fact that their business does not depend on face-to-face in the performance of the work.
Human Resources specialists, Randstand, assure that among the main reasons that still leads some companies to think of a completely face-to-face format are:
Non-verbal communication. 93% of effective communication involves nonverbal cues that can be easily missed during verbal meetings. “Face-to-face communication is 34 times more effective than email.”
Greater cybersecurity. Using the same server allows the company to have more control over data security.
And on the other hand among the main disadvantages of this work model is:
Work stress. In many cases, the distances between home and work are very long, which implies a greater burden on the worker.
Rotation. According to a study by the EY company, 47% of workers would quit their jobs if they did not offer work flexibility and better salaries.
Smaller pool of candidates. Under this format, companies are limited to hiring employees in the local area.
Remote
The pandemic made it clear that there are many jobs that can be worked remotely, however there are still certain aspects that must be considered for those who seek to have a 100% remote job or hire under this modality. Among the advantages are:
global candidates. There is more talent to choose from, as technology shortens communication distances.
Balance between work and personal life. Randstand notes that 73% of remote workers believe they have a better work-life balance by moving work into the home or closer to home.
No commuting. Employees save time and money, plus absences are reduced.
Among the main cons are:
Greater security risks. If the company does not have cybersecurity support, there is no way to guarantee that all employees work with a secure network.
More distractors. If you don’t have adequate space inside the home, there are more distractions, such as the noise of the television, constant visitors or if you have small children who are not yet in school, working hours can be reduced.
Impact on the brand. 36% of executives believe that remote work has damaged the company culture.
Hybrid
It is under the two previous scenarios that the hybrid modality has gained greater strength.
According to the Everest Global/ManpowerGroup Talent Solutions study “The Future of Work: Reimagining the Workforce and Mechanics of the Workplace,” which surveyed 200 senior HR leaders, it notes that as As the impact of the pandemic recedes, organizations are planning to gradually return employees to the office. However, 51% of organizations expect that more than 40% of employees will continue to work from home during the next 18-24 months.
“Organizations will need to plan for a future where a certain proportion of employees will work from home, some will work from the office, and some will alternate between these two modes, as envisioned by the hybrid work model. In fact, 92% of organizations are evaluating or planning to switch to a hybrid work model.
The Randstand company points out that among the main benefits of hybrid work are:
Increased productivity. 34% of employers saw an increase in productivity when employees worked from home.
Greater job satisfaction. 58% of workers around the world consider work-life balance to be the most important reason for choosing an employer.
Talent attraction. There are more options to choose a better qualified staff.
As for the disadvantages of this labor model, they are more directed to its lack of planning.
Communication gaps. It can be challenging to ensure that remote workers and those in the office are on the same channel.
Digital Burnout. 69% of remote workers experience symptoms of burnout.
Redesign of the workplace. Physical spaces will be used primarily for team collaboration.
Transition
Returning to the Manpower Group study, it is indicated that the transition to a hybrid work model can be divided into four steps:
1) Identify suitable roles for remote work: Organizations should assess the feasibility of the hybrid work model by analyzing the suitability of remote work for various roles. This varies markedly across job functions and industries.
2) Define the hybrid work model and the expected benefits: Although 9-5-5, that is, 9 am to 5 pm in office work for five days a week, was the dominant work paradigm before of the pandemic, the hybrid work model is expected to change that for the foreseeable future. Different organizations and employees have different interpretations of hybrid work. Greater flexibility in terms of work days, work hours and work locations are the most common interpretations.
3) Identify potential pitfalls in the hybrid work model: While the hybrid and remote work models have definite advantages, they are also accompanied by distinct challenges. HR leaders must consider these challenges carefully when planning their transition strategies.
4) Create organizational support structures to address potential difficulties: The sudden transition to remote work at the start of the pandemic was challenging for employers and employees alike. While both are comparatively better equipped to manage the transition to hybrid work today, the long-term success of the model will depend on the creation of organizational support structures, including leadership, technology, human resource policies, and physical infrastructure.
