{"id":10846,"date":"2024-01-26T15:57:48","date_gmt":"2024-01-26T13:57:48","guid":{"rendered":"https:\/\/escp.eu\/thechoice\/?p=10846"},"modified":"2024-01-26T15:57:51","modified_gmt":"2024-01-26T13:57:51","slug":"the-great-office-working-dilemma-how-to-manage-hybrid-work-effectively","status":"publish","type":"post","link":"https:\/\/escp.eu\/thechoice\/choose-to-lead\/the-great-office-working-dilemma-how-to-manage-hybrid-work-effectively\/","title":{"rendered":"The great office working dilemma: how to manage hybrid work effectively"},"content":{"rendered":"\n

In a significant move that has ignited debates on the future of work, <\/strong>ANZ, one of Australia\u2019s most prominent banks, recently warned its employees<\/a> that their bonuses could be at risk if they don\u2019t spend at least half of their time in the office. <\/strong>This decision reflects a broader trend seen in companies globally, including video conferencing giant Zoom<\/a>, pushing for a return to in-person work post-pandemic, as highlighted by <\/strong>Fr\u00e9d\u00e9ric Plais<\/a>, the co-founder and CEO of platform.sh<\/a>, <\/strong>a trailblazing startup in remote work.<\/p>\n\n\n\n

Platform.sh has been at the forefront of remote work\u00a0since its inception in 2014<\/a>, with almost all of its 300 staff working remotely. In a recent interview with its boss, Plais, we delved into the lessons other employers can learn from the company\u2019s successful approach to working practices in the post-Covid era.<\/p>\n\n\n\n

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Covid made it very clear that running a company 100% remote was a viable option. And also that people had no choice to make that switch almost overnight.<\/p>\n<\/blockquote>\n<\/div>\n\n\n\n

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\"Fr\u00e9d\u00e9ric<\/figure>\n<\/div>\n<\/div>\n\n\n\n

The pandemic: a catalyst for change<\/h2>\n\n\n\n

The COVID-19 pandemic forced a radical shift in work dynamics, revealing that remote work was not just possible but, in certain instances, preferable — such as when team members are spread around the globe. Before the pandemic, scepticism and reluctance from employers — because of lack of supervision, among other reasons — hindered widespread adoption of remote work. However, the crisis made it evident that running a company entirely remote was not only feasible but, for many, a valuable asset provided managers would agree to go through a phase of\u00a0swift adaptation.<\/p>\n\n\n\n

\u201cCovid made it very clear that running a company 100% remote was a viable option. And also that people had no choice to make that switch almost overnight,\u201d Plais says.  <\/p>\n\n\n\n

He adds that in 2014, investors shunned his business because they did not believe in remote work. However today the situation is very different.\u00a0<\/strong><\/p>\n\n\n\n

While the initial surge towards remote work was fuelled by pandemic-induced lockdowns, companies later embraced hybrid working models, allowing employees to split their time between home and the office.\u00a0<\/strong>Plais notes that economic cycles played a vital role in sustaining remote work as a phenomenon. \u201cCompanies grappling with layoffs during the pandemic found it challenging to replace workers during the recovery,\u201d he says.\u00a0<\/strong><\/p>\n\n\n\n

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What every company is trying to do is get the best team possible. The opportunity of remote or hybrid work is to hunt beyond your local area.<\/p>\n<\/blockquote>\n\n\n\n

Shifting power dynamics<\/h2>\n\n\n\n

The ebb and flow of economic cycles have shifted the balance of power in the employment landscape. Initially, a tight labour market gave employees newfound bargaining power to negotiate remote work arrangements. However, with widespread layoffs, particularly in the technology sector, the pendulum is swinging back to employers.<\/p>\n\n\n\n

This shift has emboldened companies like ANZ, Zoom, Amazon, and Google to enforce return-to-office mandates or enact more subtle coaxes<\/strong>. \u201cWe\u2019re seeing a massive trend for returning to the office, especially in Silicon Valley. Things are shifting,\u201d says San Francisco-based Plais. \u00a0<\/p>\n\n\n\n

 Significant investment in building offices, for instance, has left companies seeking returns on these substantial expenditures. All of this led to a quick turnaround with a lot of CEOs mandating drastic return to office policies. However, Plais says that the workforce is pushing back, especially amid rising inflation that makes commuting costs less appealing to employees. \u201cTech companies fired a lot of people, so the market is favourable for employers, not employees anymore. That\u2019s why they mandate office returns,\u201d he adds.<\/p>\n\n\n\n

Navigating the new phase of work<\/h2>\n\n\n\n

As companies grapple with these shifts,\u00a0<\/strong>the discussion over working practices is entering a new stage.\u00a0Plais offers insights into how employers can manage the tensions with staff and navigate the complexities of hybrid work effectively<\/strong>, based on his own experience running platform.sh,\u00a0<\/strong>a platform for hosting web applications in the cloud. \u00a0<\/p>\n\n\n\n

Plais says that remote work options are crucial for hiring and retaining top talent. Platform.sh\u2019s decision to go remote-only was driven by the necessity of recruiting engineers globally. The approach has not only provided a better work\/life balance for employees but has also resulted in a more culturally open and diverse workforce, he adds. \u201cIf you want to take your business global, this is a big win. What every company is trying to do is get the best team possible. The opportunity of remote or hybrid work is to hunt beyond your local area.\u201d<\/p>\n\n\n\n

While hybrid work offers flexibility, it comes with challenges, particularly in managing teams across time zones<\/strong>. \u201cI cannot overstate the need for efficient asynchronous communication and the use of tools like Slack and Teams and in general for written information,\u201d Plais stresses. \u201cYou need to make sure that everything is accessible, that information flows in your organisation smoothly. This is the foundation of a company that can work remotely.\u201d<\/p>\n\n\n\n

He further stresses the importance of proper utilisation to ensure recorded communications and avoid expecting employees to be available at all hours. \u201cSlack and Teams are not instant messengers; you cannot expect for everyone to wake up in the middle of the night and respond in real-time if you have a globally dispersed workforce.\u201d<\/p>\n\n\n\n

Plais acknowledges that occasional in-person meetings are essential for the success of remote work. \u201cThere\u2019s the basic human need for engagement, preventing burnout and boredom. As social beings, the importance of periodic face-to-face interaction cannot be overstated.\u201d<\/p>\n\n\n\n

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You need to make sure that everything is accessible, that information flows in your organisation smoothly. This is the foundation of a company that can work remotely.<\/p>\n<\/blockquote>\n\n\n\n

He adds that trust and accountability are essential<\/strong>. \u201cRemote requires a really adult relationship where the only question becomes what\u2019s your contribution to the company, not how many hours did you work and when did these hours occur,\u201d Plais says. \u201cIt requires a special management style. Control freaks have a really hard time with remote.\u201d\u00a0<\/p>\n\n\n\n

In his experience, hybrid is the toughest model of all, since it often leads to some employees feeling like \u201csecond-class citizens\u201d, often the last to know, sometimes never informed about a decision that was made in the office. \u201cAnd hybrid also kills the purpose of being able to recruit beyond your natural commute zone and reach out to talents that were previously not going to be considered,\u201d Plais adds.\u00a0<\/p>\n\n\n\n

Done correctly, remote or hybrid work presents an opportunity to enhance workforce engagement and productivity, contributing to overall organisational performance and effectiveness, as Plais concludes:<\/strong><\/p>\n\n\n\n

\u201cOffering employees a better work\/life balance translates into increased stickiness and retention for teams, providing companies with a competitive advantage. Navigating these changes intelligently is the key to success in the evolving world of work, where companies that embrace these shifts stand to be the true winners.\u201d <\/p>\n","protected":false},"excerpt":{"rendered":"

With hybrid work on the rise, Fr\u00e9d\u00e9ric Plais, CEO of remote work trailblazer platform.sh, shares insights on what companies can learn from a business that has thrived on remote operations since its inception in 2014. <\/p>\n","protected":false},"author":1,"featured_media":10847,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[13],"tags":[25,49],"class_list":["post-10846","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-choose-to-lead","tag-future-of-work","tag-management","category-13","description-off"],"acf":[],"yoast_head":"\nThe great office working dilemma: how to manage hybrid work effectively - The Choice by ESCP<\/title>\n<meta name=\"description\" content=\"With hybrid work on the rise, Fr\u00e9d\u00e9ric Plais, CEO of remote work trailblazer platform.sh, shares insights on what companies can learn from a business that has thrived on remote operations since its inception in 2014.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/escp.eu\/thechoice\/choose-to-lead\/the-great-office-working-dilemma-how-to-manage-hybrid-work-effectively\/\" \/>\n<meta property=\"og:locale\" content=\"en_GB\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"The great office working dilemma: how to manage hybrid work effectively - 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