2. Is measuring knowing or controlling?
This new way of working means more flexibility and free choice for the individual employee. The global pandemic proved that productivity does not decrease with telework, yet many managers struggle with a perceived lack of control. The needs of the home worker do not always parallel those of the organization. And let's face it, some tasks are still best done in the office, especially if they involve a lot of interaction. To achieve this delicate balancing act, organizations must link individual flexibility to a collective goal. You can anchor those together with practical arrangements in a joint charter. That offers companies a unique opportunity to opt for a more people-oriented approach with, for example, flexible remuneration and personalized communication. A crucial role is played by the team leader, who must realize that their team consists of different personas, types of profiles with their own expectations, needs and motives.
Hybrid working is only useful if you can rely on the autonomy of your employees. Numerous studies have shown that their satisfaction and happiness then increase. That is not only positive for the employee, but also for the entire organization. But admittedly, there is still a lot of mistrust. This can be overcome by checking-in daily, for example by calling. However, that type of control is at odds with the autonomy of the employee. Moreover, employees must be given room to make mistakes.
The monitoring of employees by their manager must therefore not focus on productivity but rather on the commitment and well-being of the employee. This can be measured with an extensive annual engagement survey but even better is to opt for a kind of customer experience: a diverse palette of measuring points that can be an indicator, for example a pulse survey that the employee can answer intuitively. Or indirect measurements such as the interaction with IT or HR. The idea is to measure employee satisfaction the same way you measure it for interactions with customers.