The Future of Work: How The Nudge Group Does Hybrid Working
Since the onset of the COVID-19 pandemic and the rise of remote working across the globe, employees are getting accustomed to flexible work, and that’s not going to change anytime soon.
Workplaces around the world have gone through an incredible transformation these past 18 months. Since the onset of the COVID-19 pandemic and the rapid rise of remote working in organisations across the globe, employees are getting accustomed to flexible work, and that’s not going to change anytime soon.
A recent internal survey by Google revealed that 62% of their employees would like to return to the office, just not every day. In a blog post published a couple of months ago, ANZ said that they’ve committed to a hybrid working model after a study revealed that a vast majority of their team preferred working “two to three days in the office and two to three days at home.”
Hybrid work is here to stay, there’s no question about it.
Now, like all great leaders understand, each individual person (or sometimes department in larger organisations) need to be led and managed differently. Keeping that in mind, the most important thing about hybrid work is that there is no one size fits all.
Here are The Nudge Group, we’ve adopted a hybrid working model that enables our employees to perform at the highest level, while maintaining a strong work-life balance. Team members who want to come into the office 5 days a week can do that, and team members who want to come into the office once a month can do that as well.
There aren’t any rules to our flexible working, for example, team members need to be in the office a certain number of days per week. We only have a couple of set, regular meetings – a weekly catch-up and a monthly catch-up, both can be conducted virtually or in-person. We also use Slack across our organisation to encourage chat between team members; this is a great way to ensure we still get that transfer of knowledge between senior and junior staff.
The main issue most organisations or managers have with hybrid working or remote working is centred around trust. But, in my opinion, if you’re worried about whether your staff are being productive when they’re working remotely, you’ve got a much deeper problem. You have a hiring issue.
The bottom line is: treat people like adults, empower them to work the way they feel is best for them, provide them with the flexibility to manage their time and live their lives. If you do this, I guarantee you this will result in happier, healthier and higher-performing team members.
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