Expecting the Unexpected: New Policy Challenges in a Hybrid Working World

The transition to hybrid working will dominate the thinking and time of many managers for the next couple of years. Whether it is pursued because it helps to right-size a company’s real estate, or to attract a wider range of skills, the operational realities are becoming paramount.

It is no longer about if, but how.

Is it reasonable for people to work under their influence, and if so to what extent? How reasonably can a company enforce its requirements, while recognising the need for privacy? How does an organisation manage someone who works from home regularly but who appears to work under the influence?

Staff management and development is also important, too. In a hybrid model, beyond hitting output objectives, what do ‘acceptable’, ‘good’ and ‘exceptional’ performances look like? How are they defined, measures and monitored? How is under performance best addressed and over performance best rewarded? What happens if someone feels their career is being harmed by their working from home, when it has been approved by the business?

There are financial implications for hybrid working as well. Employer liability insurance means that staff are insured whilst travelling to and from work, as well as at their office. How does this work for staff who spend time in their own home? How do companies handle the health and safety obligations involved in this insurance, when people work at home or in a shared space environment?

There are even issues surrounding the actual definition of ‘work’ itself. Some staff will prefer normalised ‘time blocking’, so they are available to work and can be contacted from 9am to 6pm as normal. Others will prefer ‘time slicing’ where they are available to work and communicate between, for example 7am and 10pm, but only for a selection of hours in that time.

In this situation, how does an organization define the working day? How does it enforce it? How does it best manage expectations so that people do not feel the obligation to be available 24/7, which can impact their personal and professional lives?

A range of conundrums and conflicts

These questions – and there will be many others – will create a range of conundrums and conflicts about how best to define, manage and enforce policies across the business. Much thought will be put into the answers to these questions, which will inform the adaptation of existing policies and the creation of new ones, which staff will need to be educated and assessed on, on a regular basis.

In the light of real-world use, operational ‘pushback’ as well as legal challenges, these new and updated policies will likely need to be revised, reviewed, and published on a regular basis, for quite some time before all the wrinkles, inconsistencies and omissions are eventually addressed. Companies will need to expect the unexpected.

These issues will place a premium on effective policy management solutions, as policy managers, senior managers and other members of staff will need robust systems and processes to help them navigate the complex challenges.  Among the features such a solution should deliver?

• A centralised policy library will help everyone access the latest guidance on important issues, while also helping policy managers ensure only the up-to-date documents are in circulation.
• Workflow capabilities allow for policy enhancements to be drafted, reviewed, and published swiftly and efficiently.
• Automated training and assessment capabilities allow for staff to remain current on changing requirements, at a pace that that suits they way they work most effectively.
• Reporting tools provide visibility at Board level that show staff are following the right procedures, despite being widely dispersed.