The post-pandemic working landscape has changed and over the last couple of years businesses have been navigating the route back to the office for employees. Opinions and approaches have varied across businesses and industries. Some have fully embraced homeworking with no intentions of a return to the office, others have developed a mix of hybrid working models and some have requested a full call back to the office.<\/p>\n
Louise Kennedy, Founder and Managing Director, Oculus HR said:<\/strong><\/p>\n \u201cThe <\/em>Covid-19 pandemic has inspired widespread change for many businesses with the need for new HR policies and procedures to factor in the new \u2018normal\u2019, however there really is no one size fits all approach. We have been working closely with businesses post-pandemic to support the return to work process, but there are an array of factors to take into consideration.<\/em><\/p>\n Plans will be completely dependent on the nature of the business and needs of the employees and employer to ensure maximum productivity.\u201d<\/em><\/p>\n It is clear that different companies are adapting to varying methods and the last few months have seen many trialling a range of approaches. There will be more opportunities for some industries to adapt these more so than others, and even opportunities for certain teams to warrant more flexible working, this in turn can create conflict within companies.<\/p>\n Louise added:<\/strong><\/p>\n \u201cThe HR industry has faced massive upheaval since the pandemic with employers consolidating new ways of working. We\u2019ve seen varied approaches over the last few months. There is an element of risk with employers who completely ignore the shift towards flexible working post-pandemic, given expectations of existing and new employees.<\/em><\/p>\n Likewise, there is risk of conflict within businesses where some teams can freely embrace flexible working, which is not always possible for other teams who need to be on-site. Policies and procedures need to look at ways of embracing a fair work culture whilst also looking at the practicalities and the impact on productivity.\u201d<\/em><\/p>\n There is the need for pro-active and highly responsive strategies to be in place with consideration of an array of factors. A clear approach to navigating the change is key and communication always need to take centre stage. Businesses that go down the path of remote working or hybrid working need to factor in the importance of support, inclusion, and employee wellbeing.<\/p>\n Louise added:<\/strong><\/p>\n \u201cManagement of remote workers and managing hybrid working teams is fundamental. The challenge will be to ensure employers make employees feel \u2018part\u2019 of the business. A culture of inclusion needs to thrive, which can be tricky if employees are remote and constantly only dialling in via zoom, there is the risk they become excluded from the \u2018office\u2019 culture.\u201d<\/em><\/p>\n It is clear that there needs to be a reimaging of work processes with the new \u2018normal\u2019 here to stay. Covid-19 has shone a light on more flexible working solutions and there is demand and desire from employees for more of a work\/life balance. Equally, employers need to be aware of the impact that remote working may have on mental health and wellbeing at work which can lead to loneliness and anxiety.<\/p>\n Coaching and training of line management is key, alongside communication and consultation to ensure both employer and employee derive the best solution, with strong and positive HR processes underpinning at all times.<\/p>\n