By Krystin Arneson September 15, 2021 Companies are trying to find the best post-pandemic model to work. What can we learn from these four companies? T
The pandemic has sparked change seismic in our faceto work, forcing many companies to shift from an office-centric culture to more flexible ways of working. Much of this change is still in the experimental phase, as companies try to design and test effective post-pandemic working models for their operations and staff.
Of course, no one knows what is The right answer . What works for one business may not work for another; business needs will vary by industry, size and structure. Many organizations, however, are doing their best to make work more flexible - as well as less prone to burnout, thanks to recent conversations about mental health, work-life balance, and burnout. professional.
Some companies are operating at full capacity. from a distance, while others opt for different visions of the environments ofhybrid work. Here's what four companies from four different countries are choosing to do.
Chargebee: Going Fully Remote
Before the pandemic, Chargebee, a company founded in India subion management company, had offices in San Francisco, Amsterdam and Chennai. Today it has become totally remote with a fully decentralized work structure that allows employees to live and work wherever they want.
Chargebee was moving towards a working model hrone before the pandemic, of any way - meaning the emphasis was not on everyone working the same hours, but having a teammate overlap a few hours to facilitate communication. But “like any other business during the pandemic, we had to adapt to the realities of the world and move on toa fully distributed model faster and more completely than we originally anticipated, ”says Founder and CEO Krish Subramanian.
With meetings largely limited to overlapping hours between teammates, employees have great flexibility in when to work - although meetings, of course, still have to take place. To help reduce Zoom fatigue, “Focus Wednesdays” meetings are kept to a minimum so staff can attend to their to-do list. In the event that projects are
Subramanian says giving employees the freedom to manage their time aims to reduce the stress of remote work and to help them disconnect from work. But without fixed hours, it is possible that people have a It is also difficult to log out .
“We have found that many employees do not take advantage of the unlimited PTO [paid time] program that we offer, by especially during the pandemic, but no one should stay plugged in all the time - even if they are just 'staying', ”says Subramanian. To help protect well-being, employees are given time off on the first Friday of each month to recharge their batteries, and there is a mandatory two-week period of PTO each year.
The company sticksIt won't be a fully remote working model for the foreseeable future, now that this is its standard operating procedure. "With this transition, [senior management has] learned a lot about the value of empowering our employees," says Subramanian. “The more traditional model of having a chair and a manager working in the same office as the employees and having fixed hours and many meetings is just not the most efficient model for most people. "
Instead," As we have given our employees more freedom to work when it suits them best and reduced the number of meetings, we have found that their productivity has increased exponentially He said. "Additionally, people are generally happier and more motivated because they have more control over how work fits into their personal lives.
Codility : Mainly remote, with hybrid hubs and sponsored workspaces
Based in Warsaw, but with major hubs in WeWork spaces in San Francisco, London and Berlin, Codility , which helps design offices recruit talent, has more than 150 employees in 30 countries. Before the pandemic, the company was already flexible with the structure: employees could alternate between these hubs and work from home when needed. Others have already been hired to work remotely, and even CEO Natalia Panowicz divided her time between the Bay Area and offices in Europe. But in March 2020, Panowicz made the final shift to a remote structure.
As the business transitioned, Panowicz and his team 'just asked' employees what that they wanted to do their best at work and adapted the policies accordingly. Thanks to their feedback, the company has adopte a working structure that is both completely remote and offering employees the possibility of working in a hybrid format.
Some companies are opening up wider access to coworking spaces around the world to allow greater flexibility of workers (Credit:)
Some staff, for example, have decided to move cities or even countries. So, to facilitate their free movement and help them stay productive, the company has given all employees WeWork access to any location of the coworking company's more than 800 outposts, so that they can have an office to work in anywhere.
"We are closely monitoring how our team is using the dedicated office space so that we can increase or decrease accordingly. Says Panowicz. "In cities where we have a high concentration of people, 30% of the staff would come to the office every week (but not every day there), and the rest occasionally for workshops and meetings.ons.
The company has also chosen to set wages on a salary bracket, so what you get paid is based on the role versus your location. In the United States, all employees receive a "San Francisco salary", while British and European employees are paid on a London scale.
"It 's up to the individual to decide where to live for their best life," says Panowicz. “With freedom comes choice, it immediately opens up our talent pool to a much larger network and, more importantly, gives more freedom to our existing talent. We focus on performance and performance - talent creates the lifestyle and structure that is right for it.
TomTom: activity-based work
When the pandemic hit, TomTom's management made a conscious decision to reshape the way their more than 4,500 employees, rather than just copying- paste the workflow into a virtual configuration. In October, the location technology company tested its program [email protected] - a template that emphasizes the actual activity of the work, not where it is performed. By January 2021, its new hybrid work structure, in which employees decide whether they want to work in an office or a home office, has officially launched.
“Many companies impose the number of days of an employee. allowed to work from home, while others decided telecommuting was the way to go; we believe that it is best to leave the decision to our employees, ”says Arne-Christian van der Tang, director of human resources at TomTom. He says this "total flexibility" is the most important part of the newworking model. To this extent, physical offices are still part of the business, although they are being transformed or rebranded as "hosting centers", where employees can collaborate and where the environment is designed to support their. way of working.
“Our people know what's best for themselves,” says van der Tang. "If they need to collaborate with coworkers, it's probably best to meet in the office, but if they need a little bit of calm to tackle an urgent task with a deadline , maybe working from home is better. The choice is theirs. The expectations are simply to get the job done.
Although the company has always had offices around the world, employees can now live abroad for up to three months per year. “We have learned that our workplace is less important than we thought,” says van der Tang.“So we are preparing for a post-Covid world where we can combine the best of both worlds - a world where choice and flexibility are essential. "
Paddle:" Digital-first "strategy
After more than a year of remote work, Paddle, a British start-up from software, has decided to become a hybrid with its work structure. It recently redesigned the traditional office layout with its new office in London: the the new excavations are aimed specifically at hybrid work . Facilities include movable furniture, relaxation areas, a recording studio and the integration of Zoom with cameras and microphones to communicate with employees abroad.
For HR Director David Barker, this adoption of flexible working is something he has never seen beforesaw it coming. “Earlier this year, we thought about calling everyone back to the office on a permanent basis. However, since March we have been asking ourselves, "Why is it so important to have everyone in the office?" "
When the company asked for staff input, they found that there was" a great desire for flexibility ". “Looking back at remote working over the past year and a half, we have seen that the flexible model has improved and even accelerated our business. id, and replaced it with our "digital first" strategy, he says.
Some companies are focusing more on adopting new tools including workers need, allowing them to do their best jobs both at home and in the office (Credit:)
This means that whether they are in the office or not, members of the The team should have the tools they need to collaborate seamlessly in person, via video, or in person.1st hrone, he said. “They can choose to work the way that works best for them; Whether it is walking into the office, working from home, or a combination of the two. "
" Digital first "means investing in tools designed to foster innovation, even though the traditional view is that creative behaviors suffer from remote working. "We used Miro, for example - a virtual whiteboard solution - to brainstorm ideas and capture thoughts and comments," says Bianca Dragan, brand and corporate events manager. There is still room for the game: "To maintain our corporate culture, we also had to get very creative with Slack - we asked paddlers to create custom music videos and we paid for it. having Cameos [custom videos made by celebrities] made for us to celebrate big milestones.
Barker viewed the increase in productivity during the pandemic as a potential sign that the boundaries of home and work were getting a little too blurry, so that the company had both in-house mental health services and outsourced for its employees. It also offers meeting-free days and an original policy whereby 30-minute meetings now end after 25 minutes, giving employees five minutes to catch their breath between tasks.
"By adopting the way we work, we've all been forced over the past 18 months has forced us to re-evaluate what it means to work, ”said Barker. “It was a journey and a change in mindset, even with our management team, but extremely positive for our company. We have perfected a great medium where we believe we can support our employees wherever they are, adapt to their lives andalways achieve our results.
Although not all companies radically change the way their employees work, companies will turn to others for inspiration and testing new models and practices to see what works.
However, it is clear that those who make changes can see benefits in productivity and employee well-being. which will last well beyond this initial post-pande phase of the microphone's return to work. “The repercussions of the pandemic have shocked the world towards a more equitable and balanced workplace, much better suited to the future of the workplace,” said Natalia Panowicz, CEO of Codility. "Simply put, for work to be its best it has to fit into life.