As the pandemic subsides (at least for now,) many companies are summoning employees back to the office. Some companies are giving workers a combination of remote and co-located work.
To initiate a hybrid-remote model for your workplace, first reconstruct how your team gets its job done. Ask, “What activities can be remote?” instead of “what roles can be remote?”
Not every activity can be equally performed in a remote setting. Take into account the level of human and physical interaction needed for every task.
Consider breaking down business activities that were formerly bundled into a single job. Mix and match responsibilities and tasks in keeping with employee competencies and individual needs.
Every employee responds to work circumstances differently. Some employees are eager to return to work—especially if they’ve struggled with blurring home and office during the pandemic, or if they fear disadvantages such as a lack of visibility for promotions.
Having a diversity and inclusion policy is simply the right thing to do—leaders have to make their values and intentions clear.
Some employees are overeducated and overqualified—or think they are—for the jobs they are doing.
The “Management by Exception (MBE)” method is the notion that a manager’s attention must be focused only on those areas in absolute need of his/her engagement.
The first thing to do before thinking too far ahead in the future is to identify what success really means to you. Ask yourself, “It’s 31-Dec-2020 and the year 2020 is almost over. I am getting ready to celebrate the turn of the year with a tremendous sense of accomplishment. What have I achieved?”
Managers know that ending a bad fit sooner is better than doing it later. Firing a bad employee is often better for both the employee leaving and the employees remaining.
The American industrialist 