You’re called on to manage a mixed team: employees on site 100 percent of the time, people working 100 percent remotely and those who divide their time between the two solutions. Overseeing their coordination and cohesion is delicate, especially since precious face-to-face contact is diminished or nonexistent.
Based on
Remote Work Revolution: Succeeding from Anywhere by Tsedal Neeley (Harper Business, 2021).
1. Understand the (de)localization
Develop a clear and precise idea of the location (and state) of your troops – which isn’t simple, since hybrid work blurs boundaries.
To map out your hybrid set-up, draw up an outline that distinguishes between remote employees, in-person colleagues and “hybrids.” Indicate the days when people are on site and when they overlap.
Be aware that remote work (part-time or 100 percent) shatters the geographical equality of in-office work, where each team member is the same distance not just from their colleagues and boss but also has access to the organization’s physical and material resources (archives, photocopiers, etc.).
Observe the dynamics at play: Do sub-groups of employees tend to form? (Example: employees working remotely on Wednesdays and Fridays versus those working 100 percent virtually or 100 percent face to face, etc.). It’s your job to prevent clans from forming.
Marianne graduated from HEC in 1998 and is now a freelance journalist specializing in management and higher education. What really fires her up is the human dimension and she is c taking a psychology course at Rennes 2 University.
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