Conclusions & Recommendations

1. Leadership: Metrics are needed to address employee culture

The concept of hybrid working is built on the premise of balance and understanding as well as the right blend of people, process, workspace and technology. However, our rapid adoption of hybrid work during the pandemic has seen the different subcultures discussed in this report battle it out for dominance - this is not hybrid work in practice.

For businesses to fully reap the benefits of a hybrid workplace, HR must work to provide metrics that measure benefits and reveal the pitfalls of different working practices and the technology/processes that support them. Only through this approach can we move away from assumptions and lead effective change to hybrid working.

2. Analysis: HR needs to leverage digital to meet employee expectations

The recurring discussion of skills and staff shortages demonstrated a clear pain point for all businesses we spoke with. Employee retention is also key to ensuring continuity and productivity. Whilst culture sits paramount, HR needs to look at how digital can enhance culture to meet rising employee expectations. HR has the power to leverage technologies that change employee experiences, such as smart booking systems, meeting room technologies, remote digital workflows, etc, that ultimately make the workplace a destination of choice. HR must lead in making the business case for the office and for the digital solutions that make the environment more desirable.

3. Understanding: Build partnerships with other disciplines to lead change at work

HR has felt the weight of the pandemic more than many industries. The nuances of managing employee health and safety throughout this period has been emotionally and physically taxing on our industry leaders and employees. But, this does not have to continue to be the case, other disciplines and personas we spoke to through this process are experiencing similar challenges that can be addressed through collaboration. For example, training. A key necessity cited in all roundtables, is a very human process and can be led by HR with the support of the IT, FM and Operations leaders who understand what the training should address.

Businesses can adopt many critical solutions to enable these recommendations. From the use of smart lockers which allow for contactless distribution of asset management, allowing safety and collaboration to come into play. To the use of business process and automation, which enables HR teams to work in partnership with others, with little hindrance to productivity and company culture.

Now that you’ve read insights
from your HR peers…

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