Fresno's Krishen Iyer on How to Develop a Hybrid Work Strategy

(Photo : Fresno's Krishen Iyer on How to Develop a Hybrid Work Strategy)

With COVID-19 infection rates dropping and vaccination rates climbing, the time to talk about returning to the office has come. It may seem nearly impossible to escape discussions with friends, family, and colleagues on when the world will return to normalcy again. And while the conversation surrounding returning to work is undoubtedly pervasive, the consensus on what returning to work will look like tends to vary across the board. 

Few of us have ever had to design a return-to-work strategy following an unprecedented pandemic. Developing a hybrid work strategy is unchartered territory that will look different for everyone depending on where previously remote professionals work. Although the experience is unique, a few considerations apply to all professionals wondering about if, when, and how to go back to the office: productivity, culture, and personnel. Fortunately, a process-based approach to developing a hybrid work strategy specifically tailored to your organization helps maintain a balance among all stakeholders.

Consideration #1: Productivity

The question surrounding whether your office will abide by a hybrid work strategy, where employees alternate between working from home and returning to the office, involves a consideration of productivity. Those in favor of returning to the office may find that having all employees in the same space can share information more freely than in a remote work setting. Alternatively, some professionals find themselves more productive under the flexible scheduling and delineated physical boundaries of remote work. 

Leaders who focus more on productivity tend to find that success comes from making processes work best for the organization. To these leaders, it is more valuable for an organization to decide what works best for them specifically rather than what their counterparts choose. If you find that your organization is not wholly on the same page with how a hybrid work strategy impacts productivity, consider collecting data on where employees stand. Be sure to look out for your survey's response rate. Otherwise, the data might not be valuable in deciding how a hybrid work strategy impacts productivity. 

Consideration #2: Culture

Can you define your workplace's culture in a few short words? If not, you are not alone. Sometimes, the way we perceive company culture manifests more in the subconscious than in the front of our minds. Since the shift to remote work created a generational gap between old and new employees, the difficulty in breaking down how returning to the office impacts company culture persists. 

Leaders who focus on company culture attribute the organization's success to the style of its work. But sometimes, changes to the style of work outpaces the work itself. Regardless of what your organization chooses concerning hybrid work strategies, having a timeline in mind for reevaluation can help. A timeline can help you set a deadline for assessing the effectiveness of returning to work to your organization's culture. As a result, leaders can better keep their fingers on the pulse of what the company truly wants. 

Consideration #3: Personnel

The extended remote work period ushered in a new set of expectations for employees. Some new hires now work for companies located further away than their previous employers. Take the turnover rate, for example. An average company turnover rate is around 10% per year. Since a widespread remote work culture began a little over one year ago, we can safely conclude that 10% of every organization's workforce may never have stepped foot into the office. 

Like any other attribute to a hybrid work schedule, your organization's personnel considerations are unique and entirely your own. Consider, however, that some research confirms that a percentage of employees will leave their current employer if they cannot work from home at least some of the time. That data suggests organizations should offer some flexibility in their hybrid work strategy. If not, these organizations could face significant difficulties in satisfying their personnel. 

About Krishen Iyer

Krishen Iyer, a California-based entrepreneur, prides himself on optimizing contracting and marketing processes for his insurance industry clientele. A graduate of San Diego State University, Iyer has owned and sold a significant number of companies throughout his nearly two-decade-long career. Among these companies includes Managed Benefits Services and MAIS Consulting, both based in California. 

Managed Benefits Services is currently under new and impressive ownership from its Fresno headquarters. Concurrently, MAIS Consulting Services flourishes under Iyer's leadership. Located in La Jolla, MAIS Consulting partners with insurance clientele to identify knowledge gaps in their contracting and marketing strategies. At MAIS Consulting, Iyer and his team of experts help clients achieve measurable business growths that unlock novel achievements.