How Managers Can Support Hybrid Workers’ Well-Being

The question of whether or not to return to the office, continue working remotely, or adopt a hybrid model will be a significant one for many organizations in the coming months. With nine out of ten organizations planning to adopt this model, it appears that the most popular choice is to go with a hybrid approach, which combines working remotely and onsite. In light of this trend, the belief that hybrid arrangements are the way of the future in terms of work is strengthened.

Hybrid setups promise that they will provide the best of both worlds: the focused productivity of working remotely and the partnership and relationship-building opportunities fostered by in-person interactions. Despite this, it is essential that while this transition is taking place, the rising levels of burnout that many workers are experiencing are not overlooked. According to Gartner, fifty-four percent of HR leaders report employee fatigue due to the rapid pace of change. Furthermore, employees in today's workforce can only absorb half as much change as they were in the past.

There are some challenges associated with hybrid models, such as isolation and burnout, even though they offer flexibility. In addition, many factors that contributed to burnout during the pandemic continue to exist, and employees may still experience a sense of disconnection from colleagues who are not part of their immediate teams. Managers and other business leaders play a crucial part in ensuring the health and happiness of their employees in this new environment. This initiative could reduce employee burnout and improve retention rates. To accomplish this objective, let's investigate various methods.

Be a champion and a coach for your team. 

The ideal manager in today's workplace is more akin to a champion and coach than a micro-manager. Take this into consideration. The research conducted by MIT Sloan highlights the significance of advocating for teams and coaching individuals toward peak performance while emphasizing the individuals' well-being and personal development during the process. These positions require a high level of emotional intelligence and the development of trust among team members as well as stakeholders from the outside group.

Make communication a top priority: 

In a hybrid environment, effective communication is paramount. In the absence of the spontaneity that comes with face-to-face interactions, managers must communicate with their teams proactively. It has been demonstrated that shorter, more frequent check-ins through platforms such as Slack or brief stand-up meetings are more effective than extended gatherings. Asynchronous communication can also be beneficial, with the emphasis being placed on not expecting immediate responses.

Do not reward behaviors that lead to burnout: 

Keeping a healthy balance between work and personal life is even more challenging in a hybrid environment. When it comes to rewarding behaviors indicative of burnout, such as working excessively long hours, managers must refrain from doing so. It is more appropriate for them to acknowledge and praise consistent, high-quality work and performance that has been sustained over time. Long-term health and happiness are dependent upon the establishment of a culture of trust and the participation of the team in the promotion of healthy behaviors.

Embrace empathy:

As workplaces change, empathizing with employees is becoming an increasingly important skill for managers. The ability to be flexible instead of strictly adhering to expectations is essential. Managers should understand the specific circumstances of each team member and encourage them to disconnect and recharge regularly. This is applicable after each workday and at various points throughout the year.

It will be essential for organizations to have thoughtful leadership that prioritizes the well-being of their employees and effective communication to cultivate a work environment that is both healthy and productive as they navigate the transition to hybrid work practices.


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