работы, проведенных в Европейском союзе до начала и во время пандемии, в которых сформулированы предположения относительно возможностей удаленной работы и факторов, которые сдерживают ее развитие. Определено понятие «гибридный офис».
Во второй главе сформулированы особенности построения гибридных форматов работы с точки зрения процессов управления людьми: какие управленческие процессы меняются, какие возможности возникают и какие угрозы стоит учитывать.
В третьей главе приведены практические кейсы реализации гибридных форматов работы в российских и зарубежных организациях, где описаны основные особенности построения гибридного формата с отдельным фокусом на процессах управления людьми.
В четвертой главе мы разработали чек-лист, чтобы помочь практикам ответить на насущные вопросы: зачем нужен гибридный формат работы и каким он должен быть. Специалисты, которые будут внедрять у себя в компаниях гибридный офис, найдут здесь описание основных шагов по выстраиванию процесса проектирования офиса нового типа и перехода к нему. Здесь же описываются узкие места, которые нельзя оставлять без внимания при переходе на гибридный формат работы.
В заключительной главе мы обозначили направления будущих исследований, касающихся гибридных форматов работы.
Executive summary
This report has an aim to systemize and uncover all the details about the new ways of working that the hybrid format is offering from the people & organization processes standpoint. One can find the history and the background regarding how this format appeared then evolved and what is the current status of its application globally. Threats and the opportunities, as well as ways to overcome threats and utilize opportunities are also presented and illustrated with practical examples and case studies and inks to referring articles.
Hybrid work model which provides best of both worlds: office and remote. Hybrid work model means that more than 30 % roles work more than 50 % of their time remotely and it forces firm to change its business model and key management practices.
• Updated processes, practices and systems of people management: renovated processes are focused on creativity, relationships, knowledge, well-being and engagement.
• Digital workplace solutions.
• Communication and coordination: clear schedule, rules and principles.
• Office spaces for collaboration and integration: free desks for teams and individuals, agile office spaces.
• Training and support for managers and employees in self-organization, motivation, remote & stress management.
Opportunities and threats of hybrid:
+ Effectiveness and optimization. – Creativity and innovations.
+ Competitive advantages. – Information security.
+ Attractiveness for talents. – Corporate culture erosion.
+ Engagement. – Mental well-being and stress.
What do we need to implement hybrid?
• State purpose and measurement of effectiveness and efficiency.
• Provide digital workplaces.
• Decisions for IT security.
• Renew HR processes and systems.
• Redesign office space.
• Control mental wellbeing and stress.
The reason we wrote this analytical report now is because this format is only emerging. Before hybrid way of working was only for several roles in organization and it didn’t transform the ways of how people communicate, engage, build relations. But COVID time really pushed the whole world forward towards the remote work and now hybrid will combine the best of both ways of working. There is no blueprint created on how to effectively and efficiently implement this. It’s very important to analyze, systemize all the cases that happening right now in the organization globally and particularly in Russia to share those practices with the organizations who are thinking about this. This defiantly is a best format for “knowledge” workers, for the organization that develops and practice digital and agile ways of working, digital product development and communication with the client.
The purpose of this report is also to spread the knowledge and practices across many target audiences and industries that needs it. To engage global community into discussion, continue researching and to building the blueprint for the future together. As it is important to unite efforts, resources in order accelerate results, eliminate mistakes that someone already uncovered and utilize opportunities. Since it’s the format of currant reality and future as well. If not implemented properly, people overwork, loose morale, diversity & inclusion, effectiveness and efficiency and go back to the past format, missing all the opportunities, loosing competitive advantage, that will soon be the norm for ways of working. Plus, leaders should be aware of that as employees will be there where the leaders are and where the majority is.
This report is useful for all the organizational leaders and founders, HR& Transformation leaders, IT and office managers, real-estate managers who are constantly thinking about the best and most effective formats of collaboration, decision making, scaling in their organization. As hybrid way of working is not just an offline with the mix of remote. Hybrid – is the best of both worlds. It is a completely different format. It’s always a unique combination of hybrid ways of working that each company builds for oneself. Because the reasons why hybrid is needed in each particular case is different. The main driver could be client/customer need, or cost, or freedom for employees to plan and organize more productive and balanced life, ability to include different