At home at work and at work at home 

More and more people are working in a hybrid model in our country. This shift is not without consequences for societal organization and employee mindsets. This new reality presents exciting opportunities, but we also need to be cautious about certain aspects. Let’s take a closer look.

How many days a week? 

For the longest time, organizations have debated how to balance remote work with time spent in the office. Some leaders worried that allowing employees to work from home too frequently might erode connections, diminish purpose, and ultimately lead to decreased motivation. However, the onset of the COVID-19 pandemic forced a rapid shift to remote work, demonstrating that it’s entirely feasible and that most workers can thrive in this environment. Striking the right balance between trust and control remains essential, as we’ve previously discussed.

The 4 models of hybrid work 

Pierre Daems, a management consultant, and Fernanda Arreola, Dean of the Faculty and Research at the Higher Institute of Commerce in Paris, present four models of hybrid work organization. Their classification is based on the flexibility offered (in terms of scheduling or work locations) and the resources allocated by the company to provide good working conditions at the office or at home.

1. The classic organization

This is characterized by a unilateral decision by the company to define a minimum number of teleworking days per week for its employees. This decision is collective. It is the most common model.

Advantage: everyone has the same rule.

Disadvantage: not everyone has the same needs or wishes.

2. The nomadic organization

This is characterized by the decision to entirely abandon a physical workplace, with employees working exclusively from home.

Advantage: significant savings for the company (rent, energy…).

Disadvantage: the physical connection is lost, with no more small talk in the hallways, and a serious risk of isolation and loss of meaning.

3. The collaborative organization

This is characterized by the option for employees to work from home, but the company does everything to encourage their presence. The company becomes a place where offices are collaborative and no longer assigned to individuals, a place with meeting spots, terraces, etc. The company also organizes courses, seminars, and even concierge services. It’s essential to create an environment that makes employees want to be present.

Advantage: the “employee experience” is very high.

Disadvantage: significant investment required.

4. The Individualized Organization

Employees decide for themselves when they are absent or present. They work based on their needs and desires.

Advantage: the ideal formula if it works.

Disadvantage: requires very precise organization to manage locations and employee schedules (vacations, absences, etc.).

Another interesting approach: synchronous/asynchronous

Some managers or HR leaders have developed another way of envisioning hybrid work, based on the nature of tasks.

The basic rule has become: when it’s a synchronous task that needs to be done as a team at the same time, like brainstorming or meetings, the company favors in-person presence. Therefore, employees are asked to be in the office. When it’s an asynchronous task that can be done alone and at one’s convenience, employees have the right to work from anywhere.

This approach to hybrid work is somewhat binary, but seems fair since it emphasizes collective efforts while respecting individual realities. It also allows for specific needs to be taken into account.

Tele-fragile and distress 

Remote work can make one “tele-fragile.” This is what many medical publications have highlighted in recent years. There’s actually been an explosion of discomfort and withdrawal. For example over at our Belgian neigbours’: half a million Belgians are in long-term sick leave, and the number of burnouts increased by 66% between 2018 and 2021.

On one hand, remote work can be seen as a great opportunity for some, while others may lose their bearings.

In this same context, several doctors are now warning about the “cabin syndrome.” Since the deconfinement of 2021, some individuals have become so attached to their confinement environment that they no longer want to leave. This is illustrated by Adrien: “I’m not on sick leave. I’m in permanent remote work because I can’t muster the energy to leave my home. It’s a very particular situation. I’m perfectly capable of working, and I do so. But I’m no longer sociable at all. I can’t pretend at work anymore. The COVID-19 crisis has locked me down, and I have become acutely aware of many issues within myself that surfaced all at once.”  This syndrome is also known as the prison syndrome. Long-term prisoners sometimes struggle to find their bearings on the outside. Some even go so far as to commit offenses to be incarcerated again. As a manager or HR professional, it is therefore essential to continue creating connections with employees when they are working remotely.

Digital Nomads 

Do you have employees working remotely from Vietnam or Mexico? You’re not alone. Besides the idea of freedom, there can also be weather or financial reasons explaining this choice. Renting an apartment with a pool on a beach in Asia can be cheaper than a studio in Luxembourg city. Many workers have opted to complete part of their remote work abroad in recent years. There are no statistics in Luxembourg on the number of digital nomads, but there are very specific rules regarding length of stay, insurance, etc. So be mindful of all legal obligations for those making that choice.

Zigzag Work: When the Mind Overwhelms

Perhaps some of you have seen the science fiction series Severance on Apple TV. It’s about a group of employees who, when at the office, remember nothing of the outside world, and when at home, they forget everything about work.  In real life, this separation is entirely impossible. A new reality has taken hold for us all: there has been a complete and irreversible blurring of mental boundaries between work and home for the past three years. This reality has a name: zigzag work. We are sometimes present and sometimes not, no matter where we are. Having a physical presence in one place does not mean that the mind follows.

For more information: https://theconversation.com/we-can-never-truly-separate-our-work-and-personal-lives-and-that-isnt-necessarily-bad-201817