Tackling the Back-to-Work Challenge

2020 will be remembered for a lot of reasons – including the transformation of how we work. As the pandemic surged, companies and employees were forced to rethink how and where work got done. And, as they did, many discovered that the technology tools and creative problem-solving skills they needed were more than ready to meet the challenge.

The shift to remote work was both broad and quick. At the height of the pandemic, 51 percent of American employees worked remotely. Now, as the world emerges from the pandemic’s restrictions, what happens next with the giant, collective work-from-home experiment?

Much has been written about how large corporations are adjusting and redefining their return-to-work strategies. Less focus has been given to small and medium-sized businesses. What challenges are they facing? What actions can they take? And what happens next?

Coaching Works NYC, in partnership with PG Research, conducted a survey designed to provide insights and help answer these questions. While our study focused on financial institutions, the results are applicable for small and medium-sized businesses across industries. Here’s an overview of what we learned.

There’s no going back

No matter what size a company is, the shift to remote work took a giant leap forward based on the events of 2020. Digital transformation and self-service technologies accelerated. Businesses – especially small and mid-sized ones – that relied on in-person environments tried virtual alternatives that they probably wouldn’t have for at least several more years. Overall, the impact on productivity was minimal (if not improved) once everyone adjusted to their new routines. And, despite the disproportionate burden that fell to women balancing work and parenting responsibilities, the work-from-home flexibility had a positive impact on morale.

Now, knowing what we know, few companies – or employees – are seeking to return to their pre-pandemic norms. Instead, small and medium-sized businesses are reimagining what work – and the workplace – looks like. Based on our research, most are planning a hybrid approach with a mix of remote and in-person workers. But the devil is in the details. The resulting changes will mark a significant workforce evolution and a major shift in organizational culture.

The ability to maintain a culture based on interpersonal connection is one of the primary concerns uncovered by our research. For small and mid-sized businesses, interpersonal culture is often also a significant competitive differentiator for external customers. Moving forward, organizations must find new ways to establish and maintain the connections between employees and, by extension, between the company and its customers. In the new normal, this will mean adopting a new “remote-first” mindset and deploying strategies to help leaders, managers, and employees develop new skillsets.

Leading in a hybrid work environment

Pre-pandemic, workplace connection was driven by recognition programs, team-building events, and town hall meetings. In a remote or hybrid work environment, it doesn’t work to shift these events as-is online. At the same time, recruiting, developing, and retaining employees also require a much different approach in a hybrid work environment.

Reimagining these connections for the new workplace requires conscious effort to evolve rather than lose the interpersonal advantage. Doing so means most companies – and most leaders – have to develop new skills. As an initial step, companies must assess the skills needed, with an emphasis on the soft skills required to manage employees remotely and individually.

Adding “manager as coach” training is a practical and effective way to empower front-line leaders with the skills they need to optimize a diverse team in a hybrid work environment. With a Manager as Coach program, leaders gain insights and support to help them coach individual and team performance vs. relying on telling people what to do and how to do it.

Along with driving retention, ongoing employee development and upskilling are also foundational to diversity, equity, and inclusion initiatives. The hybrid work environment requires companies to sharpen their talent management and promotion policies to ensure that workers don’t get left behind. For example, creating succession management strategies that leverage objective, evidence-based tools enables companies to reach deeper into the organization and expand the pool of leadership candidates. Then, pairing succession management with focused coaching provides individualized support as employees transition into new roles and work environments.

Just like the pandemic-fueled shift to remote work, adapting to and redefining future work environments will require companies to combine creative thinking with learn-as-you-go workforce strategies. Coaching Works NYC focuses on helping leaders and organizations adapt to change by optimizing the benefits of coaching in a practical, cost-efficient, and easily scalable way to produce tangible – and sustainable – results. Contact me to explore the opportunities for you, your team, and your organization.