The new normal: hybrid working

The world of work is constantly evolving. Digital tools and new processes offer the opportunity to make work even more efficient and flexible. This is also directly driving forward the work-life balance. However, not every employee wants to do without personal interaction in the office. How can these aspects be reconciled in the future? Consultant Kirsten Wallmichrath knows the answer.

New demands on leadership, changing power structures, a departure from old structures - consultant Kirsten Wallmichrath calls for better communication and more trust. The senior consultant and head of diagnostics at the Cologne-based management consultancy meta five Gmbh focuses on personnel and organizational consulting. She is the author of the study "Leadership in the new normal", in which she surveyed around 100 HR managers and executives from various sectors. We spoke to her about the results:

Mrs Wallmichrath, what changes are managers facing with regard to hybrid working?

A large number of surveys have shown that work organization will not return to the old way of doing things - and that's a good thing. Mobile working is a great relief, especially when it comes to balancing work and family life. In many companies, hybrid teams consisting of employees in the office and working from home will form. Personnel management can no longer be carried out "en passant" and on the side, as it was in the days of presence, but requires significantly more planning. Managers need new, individual concepts that are tailored to the requirements of the company and the teams in hybrid operations. The situation is basically not new. There have always been individual employees, mostly women with young children, who have worked from home. Now the issue is affecting significantly more employees, so managers are well advised to develop a flexible and future-oriented management strategy.

Where are the pitfalls and what should managers pay particular attention to?

The communication and management work required here should not be underestimated. Coordinating hybrid teams while maintaining a harmonious working atmosphere in which all employees feel seen and considered can be challenging at times. It is therefore important that there are sufficient exchange rounds, meetings or check-ins to get everyone on board. This can also include topics outside of the job. Creative communication formats such as morning coffees or the organization of private get-togethers can complement the chance encounters and friendly exchanges at the coffee bar and also integrate those who are not on site at the company. Many managers see themselves as learners in this change process and are currently looking for the right forms and formats of communication for their company.

At the same time, some managers have to say goodbye to traditional notions of leadership culture. The belief that control and presence are necessary conditions for productive work has now been widely refuted. Nonetheless, there are still some managers who, for example, want to hold on to it out of habit or for other reasons. However, it is also in their own interest to seize the opportunity that now presents itself and move away from this outdated management style. After all, qualified specialists will think twice about working for a company that is rather restrictive when it comes to working from home and mobile working. Managers should encourage employees to take control and delegate responsibility in order to enable successful work and create trust.

As a manager, how do I build a good relationship of trust with my employees when face-to-face meetings are becoming rarer?

Hybrid forms of work can change the working dynamic within the team. Building or strengthening mutual trust is therefore an essential task. Managers should be able to recognize needs and requirements. Precise agreements that are clearly communicated and continuously adapted are helpful. Tools for digital project management can also provide support here, but are not enough on their own. Overall, it is worth paying more attention to the digital management culture at all levels. After all, this can increase employee satisfaction - not least through better opportunities to balance work and family life - and make the company more attractive to future employees through good employer branding.

Trying out new working models can be worthwhile. In the future, it will be important to agree on requirements, find new hybrid forms of collaboration and expand these to enable greater flexibility. In order for this to work profitably for everyone, other aspects are important in addition to the technical equipment: