Equity and the Hybrid Workplace
Workplace equity is a big, important topic. The pandemic has helped advance a better discussion about how to create workplaces that are more inclusive, that support the specific and differing needs of the employee base. It’s not so much that we’ve learned our offices don’t serve all equally well, we already knew this. Instead, companies have been forced to address this reality head on because the concept of the office has been turned on its head. The act of creating equity when everyone was remote has (hopefully) built some institutional “muscle memory” that will serve us well as we embark on what’s next.
But it’s what’s next that concerns us (somewhat). Why? Because the reality of supporting and promoting an equitable workplace in the hybrid context is complex. It requires the right technology, clear intentions, consistent training and strong support from leadership. Let’s start with technology. This is perhaps the easiest piece of the puzzle. Many companies (my own office included) don’t have the right technology in place to support an equitable experience. For example, I recently endeavored to remotely attend a meeting that was otherwise mostly in person. My participation was via call in, facilitated by one speaker at the center of the conference table. I had no visual connection to those in the room, nor they to me. The sound was terrible, when all were chatting before the meeting began, it was unintelligible, and when individuals were speaking, it cut in and out such that I heard every other word.
After 5 minutes, I disconnected. In fairness, the company I work for is not (necessarily) intent on supporting or promoting a hybrid workplace (the disappearance of the office is an existential threat to the business). So our workplace solution strongly encourages all to be in office. But the world has changed and even at companies that favor having all in the office, there will increasingly be a need for virtual participation and such participation must be equitable. What does the right tech look like? Well, at a minimum, it gives the remote/virtual participant an equal experience as those attending in person. It must put the person in the room, with an equal visual and audio experience.
The elements of success which depend upon human behavior are more challenging. Starting with intent. We are finding that a lot of companies are using language to describe their future workplace that while seemingly in step with the current trend, is often not fully understood. For example, “hybrid”. Hybrid is a catch all for workplace solutions that support both in person and virtual participation. Simply labelling your workplace as hybrid and giving employees the choice of being there, or not, is not a quality solution. Your particular brand of hybrid must be carefully developed. Thought must be given to all aspects of the employee experience. The steps you take must be intentional, chosen based on the extent to which they fit with the overall objective.
On the subject of training, we can’t say enough. None of this will work if a large or otherwise powerful contingent within the workforce ignores the new protocols essential to promoting an equitable experience. For example, if the workplace is described as hybrid, theoretically equal to both in office and virtual employees, but the balance of power sits in the office and favors those who are also in office, you have a problem. The solution is training around hybrid workplace etiquette and use of the technologies that promote equality.
Of course, massive changes to the workplace will be doomed to failure when they lack vital support from leadership. Leadership must actively demonstrate the desired behavior, must be the first to adopt new technologies and practices that support an equitable hybrid workplace and must diligently tamp down resistance, the inevitable tendency by some to revert to old, familiar ways.
If this suddenly seems very complicated, it’s because it is. If we look to the best examples of companies that are actively advancing hybrid workplace, or remote-first workplace or any new strategy that is other than “we expect you in the office 5 days a week”, we will see many months of work by leadership across all facets of the organization and ongoing policies and procedures to ensure success. We believe the modern workplace can be better for all, but getting there will likely require more time and effort than most realize. This is a moment when the workplace can change in ways that truly support a more equitable experience for all, creating lasting value for both employer and employee.