does a hybrid work model

Does a Hybrid Work Model

“Work” for your organization?

Nov 11, 2021

Agenda

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1) Hybrid Work Model

2) Working Process

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Hybrid Work Model

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Models of Hybrid Work

Condition:

• Your organization in mainly work in head quarter

only

• Your organization is still in need of an office but

limited for some positions

• Your organization is small to medium sizes

Things to remind:

• Does your office still in need?

• How many newcomer?

• Does your culture need interaction or face to face

communication?

• Your budget for implementing the hybrid

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Condition:

• Your organization in an international or multi-

national company

• Your organization is still in need of an office

• Your organization is huge or large size

Things to remind:

• Does change impact many employee?

• The Communication method

• The Performance management system and key

metrics

• The direction of global policies

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www.moorhouseconsulting.com

Hybrid Work

Fully Remote?

Remote Work Report shows that 42% of companies that allow remote work

plan to take a hybrid approach. While it may seem like a simple solution,

hybrid-remote generally requires more effort and intentionality to execute well,

given the inequality and two-tier work environment it creates.

For those not in the office regularly, hybrid-remote often means less access to

information, fewer career and development opportunities, demands for

overperformance, and the feeling of being excluded from what is likely a primarily

in-office, synchronous culture. On the other hand, those working in the office each

day may have resentment for their remote coworkers who don’t have a regular

commute and are able to have more flexibility in their lives. For leaders, hybrid

creates two fundamentally different employee experiences to manage.

Before moving to hybrid

Before moving to hybrid

Hybrid = Flexible

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Hybrid Working ProcessFlexible

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Hybrid working process

How to help your employees prepare for

the transition:

• Shared goals that make clear the aims the

team is pursuing

• Shared understanding about individual roles,

constraints, and potential to contribute

• Shared understanding of available resources,

ranging from information to budgets

• Shared norms that map out how the group will

collaborate effectively with digital tools, as well

as how the group will remain connected

personally and professionally

Delta has harnessed its proclivity for action by focusing on purpose and connection during this time of change. The company has accelerated a number of its airport-renovation projects despite the drop in air travel, and it is now 18 months ahead of schedule on one of the biggest: a $1.9 billion project to connect and refurbish two terminals at LAX in Los Angeles. Speeding up construction meant closing an entire terminal, so Delta management worked with frontline employees to understand what the implications would be, from mapping new shuttle bus routes to adjusting staffing. Executives consistently made the case with employees for the value of new technology and the better door-to-door customer experience the upgrades would enable. To build connection and ensure that its workforce felt part of the process, Delta (which, unlike many other airlines, manages its own construction projects) invited all employees, from gate agents to pilots, to come out and sign the beam that would be placed over the new terminal entrance before it was hoisted into place. “It’s making everybody a participant in the process,” says Mark Pearson, Delta’s vice president for corporate real estate. “Change is hard. People don’t like change in general. The more you can get people excited about better service, the community, a better airport, the better.”

Delta Airlines during Pandemic

Finnomena’s hybrid working processes

1. Asynchronous Communication

2. Amoeba Organization

Asynchronous Communication

Amoeba Organization

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What about the result?

@FINNOMENA FINNOMENA FINNOMENA FINNOMENA FINNOMENA 02 026 5100

does a hybrid work model

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