This time two years ago we could not have predicted the radical ways in which our working, domestic and social lives have transformed. For a while the pandemic forced many of us to work from home and as cases of COVID-19 decreased we started to spend some days back in the office, only to be told more recently to ‘WFH’ again. Organisations had to quickly adapt their working practices to support both team members who were working remotely and those based back at the office. Adopting this hybrid model of working has been a logistical challenge and the continual change has significantly impacted our valuable people in the workforce.
Many have welcomed the flexibility working from home affords and may be reluctant to give this up going forward. No longer having to commute into work has helped achieve a better work life balance for so many, giving more time for exercise, family and self-care. On the other hand, there are those who report increased feelings of loneliness and isolation, disliking the disconnection that can come from working remotely. There is a balance to be struck here so that all parties can attain the working pattern that is right for them, their mental health and the business they work for.
Now that some businesses have experimented and embedded hybrid practices, what do we need to consider if we want to protect the mental health of employees in a blended model of work?
1. Keep looking out for those who may be struggling
When part of a team is working remotely it may be difficult to spot the signs of mental ill-health. During virtual interactions be sure to look out for staff lacking motivation, changes in behaviour or withdrawal. Remember that everyone’s capacity to cope will vary, as will personal circumstances, so we must continue to be patient and offer empathy. ‘Check-in’ regularly with staff on a one-to-one basis so they can share their worries and concerns in psychological safety.
2. Encourage honest, transparent dialogue and build trust
It’s easy for staff working remotely to feel isolated. They will feel less disconnected if they feel they are being listened to and understood. Be sensitive around the language used when referring to different hybrid teams, be they working from home or based in the office. Placing trust in staff who are working flexibly to meet work commitments will help individuals feel valued.
3. Champion inclusion
The CIPD caution against ‘presence disparity’ where staff who attend meetings remotely do not have an experience equal to their office-based counterparts. They also warn that adopting the hybrid style is not suitable for every type of meeting, stressing the importance of a good facilitator to draw all participants in if a hybrid approach is taken. Discourage any sub-conversations taking place ‘in the room’ that those online won’t be privy too. We want to avoid divisions among our team members.
4. Provide opportunities for hybrid team members to mix
We now have less moments to interact informally, as we would have done at the water cooler, in the tea room or just before a meeting. Aim to build in some fun, social events to the work calendar on a regular basis so staff continue to feel part of a team. This can be a great time to celebrate individual and team efforts, which can promote a sense of shared identity.
5. Proactive communications
Anxiety can be reduced and wellbeing improved by making sure all staff are kept ‘in the loop’ and informed of important updates and good news. Clear, intentional communications are key to staff feeling less isolated and foster a sense of belonging. It’s worth reviewing with staff how they are feeling about their new patterns of work. Some who have returned to the office may question why they need to be there so it’s important to understand how to make the ‘in-office’ experience valuable too.
6. Strong, boundaried and thoughtful leadership
Even if staff are working flexibly, which may be outside of normal office hours, it is crucial for line managers to clearly outline expectations so a work life balance can be achieved by all. Managers should be encouraged to lead by example, not sending emails outside of core working hours and notice when staff are handling email traffic at unsociable times. Showing compassion to staff really helps build relationships but it is hard to offer this if managers themselves are feeling stressed or burnout.
Hybrid working still feels very new as we navigate a world that is learning to live with COVID-19. Many businesses will continue working out the right balance of blended remote and office working and won’t have all the answers yet. We can help our staff to further adapt and cope by ensuring employee wellbeing remains a high priority throughout the process.
Ready to take the next step? Please get in touch to have a chat about how we can help. We’d love to hear from you!