In an exclusive roundtable hosted at the prestigious Eight Club in Moorgate, HR industry leaders gathered last week to delve into the intricacies of the remote work revolution. The intimate setting provided a platform for candid discussions as HR Directors from diverse sectors shared their experiences and visions for the future of work.
One of the crucial aspects highlighted during the roundtable was effective communication. Sharon Kelly emphasised the importance of promptly addressing conflicts and disgruntled conversations, stating, “Ignoring conflicts can lead to serious problems down the line.”
“Effective communication and conflict resolution are crucial for maintaining a healthy and productive work environment. It’s important to address any disgruntled conversations or issues that arise instead of sweeping them under the carpet. Ignoring conflicts can lead to serious problems down the line. On a related note, the rise of artificial intelligence (AI) is undeniable, and many individuals are seeking training in this field. However, it’s essential not to neglect the development of soft skills. As AI becomes more prevalent, the demand for human interaction and emotional intelligence will remain vital in various industries. Balancing technical proficiency with strong interpersonal skills is key to adapting to the changing landscape of work.”
Sharon Kelly, Professional Coach, Akitsu Coaching
Creating a vibrant company culture in a fully remote environment may seem challenging, but it is not impossible. Mayriana Zhou stressed that culture extends beyond physical office spaces, emphasising the need to foster common behaviours, effective communication, collaborative ways of working and promote innovation.
“Building a culture in a fully remote environment may seem challenging, but it is not impossible. Culture is not confined to physical office space; it fosters common behaviours, effective communication, collaborative ways of working, and promotes innovation. These cultural elements can still be developed and nurtured in a remote setting through online platforms and virtual interactions. While we may not have face-to-face interactions, we can still build strong connections and cultivate a shared sense of purpose and values. It’s important to recognise that physical boundaries do not limit culture; it is a behavioural space that can thrive even in a fully remote work environment. So, embrace the digital tools at your disposal and focus on building a culture that transcends physical spaces.”
Mayriana Zhou, HRD, People Plus HR Consultancy
Remote working has gained popularity and flexibility, especially since the onset of the COVID-19 pandemic. Ian Marchant shared insights into his organisation’s journey, experimenting with total freedom and structured remote work. The current approach involves striking a balance between flexibility and in-office presence, acknowledging the challenges of addressing employees’ varied needs and concerns and recognising the need for people to be physically present to collaborate and build relationships where possible.
“Remote working has become increasingly popular and flexible in recent times. Many organisations, including my own, have experimented with different approaches to remote work since the start of the COVID-19 pandemic. Initially, we offered total freedom for employees to work remotely. Some people thrived in this environment, while others struggled with the lack of interaction and routine. We then tried a more structured approach with defined minimum office attendance which also received mixed feedback. We are currently finding a balance between the two options, allowing some flexibility while maintaining some level of in-office presence. We still firmly believe that for our organisation, there is a need for people to physically collaborate, and we do not foresee a fully remote model being effective for us. The unintended consequence of this hybrid approach is a rollercoaster of office attendance, with noticeable spikes one day, possibly followed by a near-empty office the next. Like other organisations, this is creating a tricky balance on the shape and size of the offices that we utilise.”
Ian Marchant, HRD Finastra
The debate over mandating office work was then unravelled. While some resist returning to full-time in-person work, acknowledging the flexibility gained during the pandemic, others thrive in a traditional office setting. The call was for a decision that considers employers’ and employees’ preferences and needs, aiming for a balanced approach that works for everyone.
“Many argue that mandating office work is simply not feasible, as people have grown accustomed to the flexibility and freedom of remote work during the COVID-19 pandemic. In social environments, conversations about mandated office work are often met with comparisons to a prison sentence, with people jokingly discussing the number of “years” they have been sentenced to in the office. It is clear that there is a strong resistance to returning to full-time in-person work for many individuals. However, it’s important to note that not everyone shares this sentiment. Some people thrive in a traditional office setting and enjoy the structure and social interaction it provides. Ultimately, the decision regarding mandated office work should take into account the preferences and needs of both employers and employees, striking a balance that works for everyone involved.”
Clare Bishop, CPO, Matches
Mental Health Challenges in a Remote Environment
Clare also shed light on the negative impacts of remote work on mental health. The challenges arise from the difficulty of fully gauging someone’s well-being through virtual platforms.
When communicating with team members solely through platforms like Zoom or Microsoft Teams, it becomes difficult to fully gauge someone’s well-being. While they may appear fine on the surface, body language cues and subtle signs of distress may be missed. It’s easy for individuals to put on a happy face during virtual meetings, masking their true emotions. This poses a challenge in identifying when someone is feeling down or struggling mentally. Physical cues that would be noticeable in person are not always visible through a screen.
Clare Bishop, CPO, Matches
Sandy Chow highlighted cultural understanding and appreciation as a complex task requiring more than surface-level knowledge. Drawing on personal experience in Argentina, physical immersion in a culture was emphasised.
Understanding and appreciating cultural differences can be a complex task, one that requires more than just surface-level knowledge. It is important to physically immerse oneself in a culture and experience it first-hand in order to grasp the underlying causes of conflicts that may arise. Take, for example, my personal experience in Argentina. Despite not being Argentinian and not speaking Spanish fluently, I had the opportunity to spend several days there, interacting with the locals and even providing training on cultural representation. This experience allowed me to gain a deeper understanding of their values and customs, which significantly influenced my perspective. Without physically being present and experiencing it myself, it would have been difficult to appreciate fully the cultural nuances that can contribute to conflicts.
Sandy Chow, VP People, Saakuru Labs
As the work landscape continues to evolve, staying connected with peers is key. To be part of the next roundtable where HR leaders converge to explore, discuss, and shape the future of work get in touch with us today!
Emily Woods
Consultant – HR Operations // HR & Finance Transformation
emily.woods@consultancygroup.com
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