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4 myths about hybrid work that managers need to stop believing

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For some companies, hybrid working arrangements create the best of both worlds. Employees get flexibility to work from home some days, and teams get a chance to be in person on others. But shifting to a hybrid arrangement is new for many organizations, and managers may believe in some misconceptions that can hinder an effective roll out.

Here are four myths leaders need to put out of their heads if they plan to create effective hybrid work arrangements for employees.

Some managers think they can’t trust employees if they can’t see what they’re doing, says Frank Weishaupt, CEO of Owl Labs, manufacturers of AI-powered video conferencing technology. “I’m hiring people to do a job,” he says. “I’m not hiring someone to watch them work. It takes a mentality shift.”

Research from Gartner found that performance improves when employees are given flexibility over where, when, and how much they work. “Among knowledge workers, high levels of enterprise contribution are most common among those who are fully remote,” says Alexia Cambon, research director in the Gartner HR practice.

Measuring productivity requires staying connected, says Weishaupt. “We’ve had a long time to perfect this over the last 16 months,” he says. “If you have a culture of accountability, that leads to productivity whether employees are in the office or........

© Fast Company

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