Start with hybrid working
Hybrid working is the form of work that combines the best of both worlds. But how do you tackle this as an organisation?
Acerta helps you on your way
EN
The mandatory work-from-home rules due to corona have been dropped, so your employees may again come to the office every day. But do employees want it? A survey of more than 2,000 employees shows that 93% of employees no longer want to go to the office full time. The majority of employees (87%) prefer hybrid working: a combination of home and office days. Only 7% prefer to return to the office full time. If a winner is to emerge from the past two corona years, hybrid work already has a chance.
When the coronavirus became the new reality more than two years ago, we suddenly had to radically reverse our daily habits. In 1-2-3, organisations switched to working from home, a completely new world for some. Although we didn't realize it at the time, it became the start of the hybrid work organisation.
Meanwhile, working from home has become a permanent (and appreciated) value for a lot of employees: 87% of employees prefer the combination of home and office work. A flexible system, with no fixed homework or office days, is preferred by two-thirds of those surveyed.
70% of workers are satisfied with how home-based work is organised. Home-based work scored well in terms of trust between employer and employees, work-life balance and productivity. But "full-time" work at home is still not advisable: 8 in 10 workers had much less contact with colleagues, and nearly 6 in 10 had less contact with their supervisor.
So the future is hybrid work. Thus, you do not lose sight of the informal moments, the so-called small talk at the coffee machine and lunch breaks with your colleagues, and you maintain the positive results of working from home. Because the connection your employees have with colleagues, supervisor and the organization is crucial according to the ABC model (Autonomy, Bonding and Competence). Employers and executives need to pay adequate attention to this, and revise policies based on the new reality of hybrid work.
Hybrid, when organised properly, can make for happy employees and is an added asset to attract potential candidates. So in times of labour shortages, it pays to work on this as an organisation. After all, office jobs without the option of working from home soon risk suffering the consequences of this.
More than half of employers did not have guidelines around home-based work before corona. Still, it is useful to clarify this. Now that work-at-home has to be structural (or occasional) again, there are certain obligations. For example, for structural work from home it is necessary to provide an appendix to the employment contract and you must sometimes meet other obligations such as the homework allowance for connection and communication.
Hybrid working is the form of work that combines the best of both worlds. But how do you tackle this as an organisation?
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