The Core Files: Hybrid Work, Individual Differences & a Reminder

However beautiful the strategy, you should occasionally look at the results. - Unknown

Notes from me.

There are aspects of our intense focus of hybrid work, that have become troublesome for me. First, in a vague, nagging manner that I could easily ignore — then in a way that let me know this topic required serious thought. You see, someone mentioned an organization that was pushing a hybrid solution that might apply to every employee.

I actually found myself becoming angry.

The beauty of a strategy is often simplification. (Please know that I do not have any focused angst toward a 4 day work week, or any other broad solution per se.) Yet, in many cases as we approach important topics — simplification quickly becomes our leading strategy. This can become quite tenuous. We must pause and remind ourselves, that the pandemic did not erase individual differences amongst contributors. In fact, it may have alerted all of us to what we specifically require as individuals to succeed. Hence, the potential error in making broad, sweeping statements about all contributors and how they should work.

From what I can tell, we surmise that hybrid work is always less office and more remote . However, this leaves us open to developing solutions which may not work well. We cannot leave out the role of the individual or that of certain groups. It is a messier preamble, but likely necessary for any solution to be successful.

More on this.

A recent Career Interest Survey shared by the NSHSS , has some telling figures about how Gen Z (in this case, many are future employees) might process all of this. Bottom line? They are not excited about a continued reality of on-line experiences. In fact, 63% of them are looking forward to in-person learning experiences.

Surprise.

Now that we have that on the table, lets think of the other generations gracing our organizations with their talent & skills. Some may feel exactly the same way.

A strategy & message for managers and team leads.

As graduate student in psychology, I recall the heated debate about key contributors to personality. Was personality determined by heredity or environment? Well — at some inevitable, point psychologists realized that should stop debating common sense. It is both. We should as well, stop debating common sense concerning the notion of remote vs. in-person experiences. Both are vital to engaged, productive employees, depending on the specific employee.

The important thing is to ask.

Managers and team leads: make it your priority to establish what people need and attempt to offer options to deliver. Align these options with career development needs and goals.

Listen intently. Deliver if possible.

Individual differences still matter.

And I dare say, they always will.

Marla Gottschalk is an I/O Psychologist who explores core stability and the dynamic nature of work life & organizations. A charter member of the LinkedIn Influencer Program, her practice helps people, teams & organizations build stronger foundations through the practice of core stability. Her thoughts on work life have also appeared at the Harvard Business Review, Forbes, BBC Work Life, Quartz and The Huffington Post