Making hybrid working work
◆ Our research shows there’s no one-size-fits-all approach when it comes to being in the office, writes Abbie Harley
Last month, CMS and Scottish Financial Enterprise (SFE) launched new research showing how financial and related professional services industry companies in Scotland are diverging in hybrid working policies.
The Ways of Working report analysed the practices of 28 companies, and showed hybrid working has become the dominant model, offered by 96 per cent of firms. Two in five of the companies had a formal written policy on hybrid working, while the remainder have adopted an informal approach. two-thirds do not have set office days, preferring this to be determined by specific team or business needs.
However, our research and day-to-day experience suggests many employers are beginning to put a greater focus on the importance of getting people back into the office to help shape company culture and, in some cases, boost productivity. Our analysis shows employers favour‘ car rot’ rather than‘ stick’ to get staff back into the office, with 70 per cent offering incentives including free or subsidised meals and social events.
Since the outbreak of C ovid, hybrid working has further developed across the legal sector where many firms, including CMS, have developed a flexible approach. While half our colleagues’ working hours are intended to be spent within the office, we operate flexibility and arrangements vary depending on a particular team’s requirements, nature of the work, clientneeds, and personal circumstances.
Our approach is based on trust rather than rules. CMS colleagues are used to working across offices and communicating virtually. We do, however, recognise there are benefits to working from the office, including building relationships, upskilling and maintaining our firm’s unique culture.
While there are many virtues in supporting hybrid working, it can also create significant issues for employers in getting some colleagues back into the office environment on a more regular basis. We are increasingly seeing employers seek advice on this issue.
Where an employee is not complying with an organisation’s expectations around office working, we would typically advise initial discussions between the individual and
The Ways of Working report showed hybrid working has become the dominant model, offered by 96 per cent of firms
their manager or HR team to determine the reasons for this and how they might be overcome. It can be beneficial for employers to encourage staff to consider what’s best for the organisation as a whole, rather than looking at it solely from their individual perspectives. It is also important that managers lead by example and clearly set out the company’ s expectations.
If the informal approach doesn’ t result in improved office attendance, a process of disciplinaryaction, which could ultimately lead to dismissal, maybe appropriate.
It is always recommended that employers communicate their policy position – formal or informal–to staff and under line why a prescribed level of office working is necessary. Employers should consider additional flexibility for colleagues with disabilities or where there are other equality factors, including childcare commitments.
There is no one-size-fits-all solution to hybrid working policies. Employers need to adopt an approach that suits their business model and reflects the diversity of their people’s working preferences and requirements.