"Back to work" meets "new now"

Why the "back" should be a determined "forward" and what is important in the "new now" of the world of work

Home office regulations everywhere. But surprisingly often the complex effects of this change on work organization and corporate culture remain in the blind spot. Here is my plea and discussion paper for us to seize this unique opportunity and set the course in such a way that the company becomes fit for action and the future.

Hello, office! Welcome back! Whereby "Welcome back!" doesn't fit literally, because a "back" is actually out of the question. There is only a "forward" into a new, different working world. And the path there is flanked by a whole host of challenges:

• Slumps in orders, sales and profits, short-time working, etc. - this has an impact on the psyche of employees: a good one in two Germans fear losing their job due to the coronavirus crisis.(www.randstad.de/ueber-randstad/presse/unternehmensfuehrung/sorge-vor-jobverlust-wegen-corona/).
• Many employees are also concerned about social distancing and hygiene standards in the workplace.
• We now need more rules in the workplace, compliance with which must be monitored without undermining data protection and employee rights.
• Employees have learned to appreciate working from home and want to continue to do so.
• Working methods and teamwork have changed significantly and become more flexible, which clashes with the more bureaucratic standards.
• Over the last few months, everyone has left familiar process paths and has been on a steep learning curve. Going back to old routines is generally not a motivating prospect.
• After almost six months in a state of emergency, the team lacks closeness, togetherness and direction.
• The pandemic has further multiplied the subcultures in the company and they need strong bridgeheads.
• Managers are unsure what their role will look like in the future and where they should start.

The list could go on, but one thing is clear:

This is not the time to create singular facts that will sooner or later take away time, motivation and productivity, but a unique opportunity to redesign work organization and corporate culture. Both employees and employers are called upon to set the course in such a way that the company becomes fit for action and the future.

So what exactly should a successful change of course look like? Unfortunately, there is no blueprint, because the right path is as individual as the company itself. But there are a few tips and rules that should be taken into account on the way to the "new now" of the working world:

Creating psychological safety

A secure workplace is more important than ever - on two different levels of importance:

1. Health safety: social distancing and hygiene rules mean massive changes to working methods and environments. And in most companies, occupational health and safety is suddenly taking on a whole new level of visibility and importance: social distancing apps and sensors, occupancy quotas, shift regulations, etc. are practical and pragmatic measures to regulate interaction in the office and production facilities and to communicate work and infection safety to the workforce.
2. Economic security: The economic crisis is having an impact on the psyche of employees: To avoid giving shock and fear a chance, a "people first" focus in management is required, including motivation, open communication and tact. And clear signals that the company is moving forward and investing in the workforce, e.g. in the form of workplace flexibilization, further training and infrastructure development.

Making working models more flexible

Whether a task is best worked on alone in the home office, collaboratively remotely via Zoom and Mural or in a live conversation with the team on site depends on the type of task as well as the personality of the individual and the team culture. Each employee should be free - in consultation with the team - to use the appropriate model. As long as the working model is clearly, transparently and bindingly regulated, a match of project, individual strengths, teamwork and working model is a guarantee for maximum performance and success.

At the same time, various Gallup studies show that employees who work flexibly remotely are often unclear about what their managers expect of them. To ensure that work performance also meets the company's expectations, managers need to agree tasks, goals and results with employees in a particularly clear and unambiguous manner.

Leading with trust and empathy

"Trust is good - control is better" - generations of managers have internalized this motto. However, it does not contribute to the successful flexibilization of the working world. Despite increasing automation, digitalization and mobility, the stubborn culture of presence has been a fortress of stubbornness for decades: mere presence has long been an indicator of performance. Covid-19 put an abrupt end to the culture of presence. And surprise: it still produced results.

It is precisely this focus on results that must remain at the forefront in the sense of "form follows function". Every manager should trust the team and support them in creating the framework conditions so that everyone is willing and able to deliver the best possible performance. Leadership must recognize and understand informal systems and dynamics. How these models are best designed for each individual, for the team and for the company, and how individual performance can be objectively defined and measured, must now be worked out together and bindingly agreed.

Stimulate communication and networking

Working remotely has many advantages. However, this does not include human contact and networking: as a result of physical distance, we are more isolated on the one hand and communicate more than ever on the other - presumably for this very reason. However, the informal exchange on the sidelines of a meeting is lost, as are the small talk and spontaneous brainstorming at the coffee machine, nuances and non-verbal feedback during conversations. In other words, communication is becoming more complicated, less informal and less intuitive. In times of crisis, fast, clear, uncomplicated and reliable communication within the company is more important than ever.

In addition, many companies need incentives to come to the office, because from a sober point of view, many things can be done remotely and the journey to the office can be saved in most cases. Social proximity despite physical distance, networking and community are the right guidelines for this, and such incentives need to be developed and aligned with them.

Enable collaboration

The majority of work in organizations is not done by individuals, but by teams. Working together with others inspires people to be more productive. However, the less our way of working is characterized by physical proximity to our colleagues, the more important it is to promote social interaction, as this is essential for a positive working environment, personal well-being and a strong sense of unity. Despite virtual opportunities, regular face-to-face meetings, routines and rituals remain essential in order to keep common goals, values and rules in focus.

The flexibilization of the working world does not release employees from their social roles and tasks as team members: In the best teams, people listen to each other and have well-developed antennae for the feelings and needs of others. Beyond technical skills, appreciation, trust, helpfulness, honesty, openness and empathy remain the social glue in teams.

Promote skills

Competence is the ability to act appropriately in unforeseen situations in a self-directed manner. In the exceptional circumstances of the pandemic, employees have developed many things on their own - ad hoc and at breakneck speed. The last few months have impressively demonstrated that agility and a willingness to experiment are increasingly winning out over experience. Learning has not taken place with prepared knowledge in the seminar room, but through personal action in different situations at the workplace. Learning and working continue to grow together.

And this is precisely where managers and HR development must continue to focus in the future in order to effectively support employees in developing their skills. Learning organizations actively invest in the future of their employees and give them the freedom to develop further, i.e. employees decide for themselves which offers make sense for their learning path.

Update corporate culture

The corporate culture encompasses shared ideas about how the company should act, which problem-solving approaches and which social behavior are correct. An adaptation of working models cannot be successfully implemented in the long term without influencing the corporate culture. In times of omnipresent change, corporate culture is not set in stone, but can only fulfill its guiding function as a living, dynamic construct.

So now is also the right time for a pit stop to take a close look at the company's operating system and update it. The "new now" of collaboration needs an updated corporate culture with a common language, rules and values.

And now?

The bottom line is that the impact of the pandemic on the world of work is fundamental and complex. The important question of the moment is: "How do we want to work in the future?" Now is precisely the time to seize the opportunity to redesign work organization and corporate culture and set the course in such a way that the company becomes fit for action and future-proof. If implemented correctly, new working models in the company will lead to happier, more motivated and more productive employees.