Top tips on successfully managing a hybrid team

In the wake of the Covid-19 pandemic, social distancing measures have driven a workplace revolution by forcing organisations to shift to home and hybrid working models. For managers now overseeing their teams remotely, this has posed numerous challenges, from communication and inclusivity to remote onboarding and training. 

But with all its difficulties, hybrid working has proved popular with both employers and employees. A recent Guardian survey found that some 62 percent of senior executives and 58 percent of entry level workers favoured alternation between office-working and home-working. Remote work may also have the potential to drive improved workplace performance: a study published in the Harvard Business Review has shown that remote working has in certain cases yielded an average 13.5 percent increase in productivity. 

With hybrid working here to stay, it’s imperative that managers adopt a communicative, inclusive approach to leadership which ensures the productivity and morale of all staff. 

To dig deeper into this essential topic, we ran a webinar hosted by Jonathan Firth, Managing Director for Michael Page, and Sandra Hill, Managing Director for Page Personnel, which you can view by entering your details in the form below this article. Jonathan began with an overview of businesses sentiment toward hybrid working, before Sandra dived into the essential Dos and don’ts of managing a team remotely.

Here are some essential tips which came up throughout the session:

Communication is Key

Many of the challenges posed by remote leadership can be surmounted by clear communication between a manager and their team.

It has been proved that that communication is more streamlined with hybrid work. People do communicate less when they work remotely - but they communicate better.
– Jonathan Firth, Managing Director, Michael Page

As workers migrate to their homes, organisations may adapt their performance measurements to incorporate a greater focus on outcomes. This can be a positive development when carried out correctly, but it is incumbent upon managers to ensure their teams are aware of priorities and expectations. Ultimately, doing so will facilitate a more efficient and effective style of workplace communication.  

Empathy and Inclusivity

Covid-19 brought enormous change and often anxiety and insecurity. Against this backdrop, it’s crucial that managers lead their teams with individual circumstances and needs in mind. Empathy is now a top skill companies are looking for in leadership hires, and inclusivity is empathy put into action. An inclusive leader is careful not to assume that the productivity of office-based workers will outstrip that of home-based workers, or to exclude remote workers from decision-making. 

Spotting signs of burnout can also be harder in remote workers but is more essential than ever as the boundary between work and home becomes ever more blurred. If a usually talkative employee colleague seems quiet or a normally chirpy team member gloomy, it may be a sign of a strain on their mental health. This complicated issue underscores the need for a sense of fun in the workplace. Consider ways to bring the social side of office-working into home-working, whether this be through lunchtime Zoom rooms or sharing amusing experiences. 

Rethink Onboarding

Successful talent onboarding is a huge priority for any organisation. Inductions, however, can be difficult to replicate under hybrid working conditions, both for managers and new starters. The informal discussions and immersion which normally help new employees to find their feet are gone, as are the classroom-style training days which help them upskill. Remote onboarding can, however, prove highly successful with the right approach.

Having the basics in place will make someone feel valued and welcomed. – Sandra Hill, Managing Director, Page Personnel

A good onboarding process begins before the first day. Sending a new starter important information about the company can familiarise them with its values, mission and structure. It’s also useful to assign them a ‘buddy’, someone beside their line manager to answer questions and explain unfamiliar processes. Here too, an empathetic approach is essential. Never assume, for instance, that the new starter will have access to their own tech; when delivering equipment, ensure it is done in a timely manner. Be in regular touch and ask for feedback in order to personalise the process and create a welcoming experience.  

Management of a remote team can be challenging, but a manager who prioritises communication, inclusiveness, and empathy can drive productivity and high morale in their team. In the on-demand webinar, Jonathan and Sandra consider all this in detail, with an extended audience Q&A introducing the experiences of a variety of business leaders into the discussion.