Some people like the commute, getting out from home, and the buzz of the office. Others simply perform better from the comfort of home. - Pic credit freepik
Some people like the commute, getting out from home, and the buzz of the office. Others simply perform better from the comfort of home. - Pic credit freepik

The pandemic has affected every part of our life, and work life has not escaped from its clutches. Many plan to return to the workplace after the lockdowns but the landscape has definitely changed.

Thousands of people lost jobs, while others rapidly adjusted to working from home as offices closed.

We are going through a mindset shift in workplaces. What was once a primarily an in-office model has been transformed. For many companies, the virus prompted a tectonic shift from the majority of employees working in the office, to everyone working from home.

But what would a return to the office look like? How do you balance the shifting preferences of employees? What is the impact of a spread-out workforce? And how do you create a sense of culture when everyone is dissipated?

I observed this in my training programmes over the past few weeks. All programmes were done online, and being connected is the biggest challenge that many companies are facing.

Before the pandemic, the biggest disruptions to work involved new technologies, as most start-up gurus were fond of championing. But the post-pandemic reality is the elevated importance of the physical dimension of work.

The most obvious impact of the lockdowns is the dramatic increase in employees working remotely.

Generally, we have all shown that we can, in most cases, successfully do it. Even in organisations that previously believed that they absolutely could not.

Although now it will no longer be compulsory by the government that employees should work from home, it looks like the majority of us are not desperate to return to the office.

For example, it was reported by the United Kingdom's Office of National Statistics that 85% of employees currently working from home want to adopt a hybrid approach by being able to work from home and the office, moving forward.

Prudential UK presented research indicating that 42% of employees actively do not want to work for employers who require them to work on-site, full-time.

A global study by Slack, a US based proprietary business communication platform found that 72% of knowledge workers said they would also prefer a mix of remote and office work.

This shows that as it becomes safe for us to return to our offices, rather than the pendulum swinging all the way back, most of us would rather see a hybrid approach.

Some people like the commute, getting out from home, and the buzz of the office. Others simply perform better from the comfort of home.

While some individuals have comfortable and quiet home environments, others might face distractions from children or extended families who live with them.

There will need to be a new balance of how often people visit the office, and why.

But it's important to consider the effect of a hybrid model on how we communicate and connect.

First, we will need to reflect on whether our current procedures and processes accommodate a hybrid model of workstyle. Companies may require to adapt on a team-by-team basis, accommodating hybrid meetings and approval flows with some staff working remotely, whilst others are face to face.

Policies will need to be restructured too. Employee absence and illness policies will need to be redefined as the virus continues to pose a risk to the population. With some groups being at a higher risk, apprehensions about returning to the office or factory will vacillate throughout the business.

The deal is not about finding one modality that suits everyone. Instead, it's about finding ways to group your team based on commonalities. And about discerning processes targeted to the specific needs of those job functions.

The toll of the pandemic cannot be underestimated on its impact on mental health and wellbeing. Bereavement, the stress from isolated working, and general anxieties will need to be considered as we re-enter the world of work.

Also, be acutely aware of the shifts in relationships. It is easy to develop bonds with people when we see them in person. Digital interface does not always allow for emotional connections.

Thus, effective and insightful communication becomes paramount.

Communication and staff consultation is fundamental. If your team is not included in the process of planning for the return to work, you won't know if your planning is fit for purpose.

You need to understand what employees want after the pandemic, especially if you want to retain top talent. Make sure your team is involved in the planning process, and ensure their needs are juxtaposed effectively with your business requirements.

Maintaining your corporate culture is vital, but challenge yourself to find better and more suitable ways.

For instance, it can be tough to celebrate, and feel like you truly belong in a fully remote environment. And, Malaysians like to celebrate everything! To have meaningful celebrations, you can't hang on to the old ways, so you have to reinvent the workplace to suit this new environment.

The return to work will be a challenge for all of us. The changeover won't be seamless. You must recalibrate, transform and create a workplace that is designed for this new age.