Can they introduce flexible work patterns, remote teams, and autonomous working while still running an organized, disciplined workforce that continues to delight customers and grow the business?<\/p>\n
The evidence says yes, they can. But only by balancing powerful flexibility with necessary structure.<\/p>\n
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What it means to be flexible in 2023<\/h2>\n
Flexibility is more important to modern knowledge workers than salary or benefits. But as anyone that\u2019s worked for themselves can tell you, structure is absolutely fundamental to success in any role. Even digital nomads put strict boundaries on their time to make sure everything gets done.<\/p>\n
And so we have to ask: what does flexibility actually mean? According to the new Jabra Hybrid Ways of Working 2022 Global Report<\/a> it really means autonomy<\/em>.<\/p>\n Baked into autonomy is the right to prioritize non-work tasks\u2014for example, fetching a sick child from school\u2014and be trusted to deliver the work later in the day, to the same standard.<\/p>\n Flexible working is \u2018key\u2019 for tech workers<\/a> looking at future jobs. If all you really need for work is a laptop and internet connection, this is hardly surprising. What COVID-19 did was force companies to accept this possibility, not wave it away like an irritating fly.<\/p>\n The real key to all of this is output. If every employee can create the same output with flexible conditions, and this can be sustained over the long term, then flexible working should be embraced. Why? Because flexible workers have happier lives<\/a>. They achieve more, have fewer sick days, are happier at work and often work more than in the office.<\/p>\n Flexible work means both the company and individuals benefit. So in what areas should companies be \u2018flexible\u2019?<\/p>\n Managing time<\/strong><\/p>\n There is a growing need for companies to be asynchronous. In other words, creating dedicated time for communicating or completing specific tasks\u2014not trying to align everyone\u2019s schedules to the minute.<\/p>\n This is particularly important for remote teams working on different schedules. But it\u2019s also crucial for local employees who require personal flexibility. For example to manage the school run or because they do their best work in a non-conventional shift pattern. Early starts are popular in hustle culture, but some workers are biologically less capable of focusing early in the day<\/a> and should be permitted flexible hours as a result.<\/p>\n If companies embrace some level of asynchronous delivery (i.e. at the end of their work day, not their boss\u2019s) then non-traditional work hours are easy enough to implement.<\/p>\n Remote collaboration<\/strong><\/p>\n Reliance on cloud-based project management tools is massive. Tools like Asana, Trello, or Jira, which allow for task allocation, progress tracking, and collaboration among team members, regardless of their physical location can help.<\/p>\n Video conferencing and instant messaging perform a similar role. These allow valuable meetings to take place with members all over the world\u2014or just down the road, in your colleagues\u2019 homes.<\/p>\n Balancing individual and global flexibility<\/strong><\/p>\n Some organizations are objectively less flexible than others. The key is that even within large organizations there must be a culture of autonomy and trust. If every manager understands and trusts their team members, then every employee can enjoy a level of flexibility.<\/p>\n Of course, this must be earned by still delivering quality work on-time, despite any flexibility requirements.<\/p>\n Check in on your team’s status with our free<\/strong> Flexibility without structure doesn\u2019t work. Everyone needs some level of accountability and stability to do their best work.<\/p>\n Digital tools for tracking employee activity<\/a> and performance can play a significant role. However, they\u2019re surface level\u2014in order to create an effective workforce in the flexible era, we need mindset and culture change.<\/p>\n There should be guidelines for communication. For example on response times, preferred communication channels for different types of messages (e.g., Slack for quick updates, email for detailed discussions), and ‘digital etiquette’ (e.g., respecting off-hours, clear and concise messaging).<\/p>\n These guidelines can be adjusted or optimized regularly in meetings, as circumstances change and teams figure out what works best for them.<\/p>\n Core hours (where everyone in the team is present) are a proven asset while the setting of clear expectations every day or week is vital. Combined with an increase in autonomy (giving employees the what and letting them manage the how) will create a motivated, trusting workforce that effectively balances flexibility and structure.<\/p>\n Strategies for fostering social interaction and employee wellness<\/strong><\/p>\n When the major transition to remote work first started in 2020, lots of companies flocked to \u2018virtual socializing\u2019 or \u2018remote water cooler\u2019 initiatives. These are well-intentioned, but it\u2019s simply impossible to replicate natural, casual chit-chat in a formal setting. Technology<\/a> has greatly affected work and social interactions. So instead, we need to adapt our approach to this new normal.<\/p>\n What has been shown to work includes:<\/p>\n No system is perfect and, despite its many benefits, flexible and remote working is no different. The risk of isolation is high, while removing work-life boundaries<\/a> can have a huge physical and mental toll. This is why companies can\u2019t rest on their laurels after approving work-from-home policies. They need to go further and support employees mentally and physically, too.<\/p>\n\n
Creating a flexible work environment<\/h2>\n
\nWork-Life Balance Survey Template<\/a>.<\/strong><\/p>\nHow to maintain structure with flexible teams<\/h2>\n
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Final thoughts<\/h2>\n