My learnings in a hybrid working environment

In a few weeks, it will be the second anniversary of the day we sent all our Allianz Global Corporate & Specialty (AGCS) employees into home office due to the Covid pandemic. I remember the discussions and decision as if it was yesterday.

Today, they are once again working remotely at many AGCS locations around the world like in Germany, for example. The time spent working remotely is stressful, exhausting, but also damn educational, incredibly exciting in a way because?it has become a real accelerator for new ways of working.

What I have learned for my organization over the past two years, and what we will learn along the way - read it here. Curious to get your thoughts and feedback.

1. Digitalization in fast motion

From 0 to 100 - and a little further. The digitization booster we received, especially in the first weeks of the lockdown - sometimes painful and with some side effects – was a win for organizations. Corona was probably the largest corporate training program in history. Literally overnight, millions of employees had to do their jobs from home, get comfortable with new communications software and began to love hated technology. Getting used to video conferencing systems, webinar tools and the benefits of MS365 may have been unfamiliar at first. But in the meantime, it makes our lives easier and brings the world together. However, with the fast forward of digitalization, we also should be even more aware of the dangers from cyberspace and data protection issues. whatever my take is - learn to love the digital boosters. It will not go away but will only become more important.

2. Flexibility is the key!

No matter what happens in the time after or with Corona - one thing is clear: we used the Corona weeks to experiment and learn. In doing so, we have found that the hybrid way of working requires one thing above all else: Flexibility. Simply put: Mobile working has to be a good fit for everyone! For the employer and the employee. At AGCS, our flex approach is team-based, not prescriptive. It allows employees to negotiate what's best for them. That's because successful flexibility is based on trust that employees will do the right thing and be accountable for getting the job done effectively. As a colleague recently told me, and what I can only echo: New work must be good work!

?3. War of Talent - but now for real!

What has been announced for years is now here with full force. The time without workers is here! With a home office workspace, recruiting opportunities expand almost exponentially. The pond in which all companies fish, becomes an ocean. It becomes secondary whether the applicant is based in Munich, Magdeburg or Madagascar. On the other hand, this also increases the possibility of changing jobs. Headhunters have long understood this and are casting their lines wide. The "war for talents" is in full swing and requires increased efforts from companies. And also managers must?do their part to create a culture in which employees are happy to stay. Bonding and employee engagement - this will make the difference .This is a challenge all companies face.

4. The office will not die out

It's true that most organizations have come through the pandemic quite well thus far, and from the home office, we have been able to maintain our business operations very neatly. But we still need the mix! Video conferencing cannot replace networking in the office. Knowledge sharing and glue tends to happen in person. How inspiring can a chance encounter or spontaneous conversation in the office be? The office will further adapt for collaboration but is here to stay.?

5. Health must not fall by the wayside!

According to a representative Forsa survey, every third employee in the home office complains about health problems. 32 percent of those surveyed say they work longer hours or hours that are unusual for them, for example in the evening or at weekends. 30 percent complain about disruptions caused by their living situation or everyday life. One in four employees feels that their employer or boss does not take sufficient notice of them in their home office. 34 percent of respondents complain that their workplace is not adequately equipped. At AGCS, we have established a global framework to support our employee`s well-being. Part of this framework is certain rules of conduct, such as a specific meeting etiquette or a "No-Meeting Wednesday." This is a chance for all of us to take care of our people! Checking in, seeing and helping when someone struggles and allowing for flexibility. That makes the difference.

My conclusion on the anniversary: Let's use the crisis as a booster for new ways of working and organizational concepts! The Corona crisis has provided a unique opportunity to critically question existing practices and to experiment with new work environments and new forms of leadership and collaboration. Now it is up to us to use these field trials of digitalization, home office and virtual leadership to create a modern mix of the working environment. So, let's remain flexible in adapting our experiences, even after a hopefully imminent end to the lockdown, and let's develop hybrid forms of work together with our employees that combine the best of the physical and digital worlds. Those organizations who offer the best individual mix for their company through active exchange with their employees will strengthen employee loyalty and become even more attractive to new talent.

I am looking forward to 2022!

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