Expert tips on preparing for the future of work

Whether you loved or hated working from home for the last two years, experts agree that the future of work is hybrid. 

The sudden switch to remote work in March 2020 came with its challenges, but many employers realized that the transition was more seamless than they anticipated. The pandemic helped employers recognize that rethinking the workspace, offering more options for accommodations and flexibility of schedules supports a positive and engaging work environment.

“We learned from the pandemic that more autonomy and flexibility in work lives can lead to a rewarding experience for employees,” said Carey Barker, executive director of talent acquisition and strategic HR initiatives at the university. “We learned how effectively people can work remotely, how it helps accommodate their busy personal lives and also helps them figure out the complexities of dependent care.”

Looking to the future, Barker said that people are making career choices based on the level of flexibility offered by an organization. Job candidates have new expectations around work settings and flexible work arrangements, which organizations need to take into account in their recruitment, engagement and retention strategies.

“Remote work also aligns with the values of equity, diversity, inclusion and belonging as it provides more options for accommodations tailored to a person’s needs and supports employee well-being and engagement,” said Barker. At the university itself, feedback from employees showed that most people were feeling well supported by the university and would favour hybrid work going forward.

Tips for effective management

According to experts, the idea of more flexibility is connected to the desire for greater autonomy at work. The question that most leaders now need to figure out is, how can they balance the sense of autonomy with building a strong sense of community and progress?

“Employers need to be intentional and thoughtful about creating strong workplace engagement, identity and pride while ensuring equitable career progression and opportunity in this new hybrid work model,” said Tony Conte, executive program director of the university’s Future of Work initiative.  

“They will have to make sure they have strong programming, learning opportunities and leadership development for managing a hybrid workforce, and to equip leaders to objectively measure employee performance,” said Conte. 

“This objectivity is essential to building trust as employers move focus away from presenteeism in the workplace. Leaders need to approach this with intentionality. Employees who work from home might not meet with their leaders face-to-face very often, and so leaders need to make sure people feel confident about an equitable career progression through objective goal setting and performance evaluations, development conversations, ongoing coaching and feedback.”

Experts also point out the difference between virtual and hybrid models of work. The last two years have seen largely virtual work, but a hybrid setting will be a whole new experience.

“It would be very easy for some people to revert back to old ways of leading. It’s important for leaders to keep participating in learning programs so they can learn how to manage a more dynamic work experience where some people might remain virtual, some might be going into an office and others in the middle doing a bit of both,” said Barker. 

For example, the university has been running workshops on inclusive leadership and how to build trust through the How to Hybrid workshop series and Knowledge Cafes for leaders to support professional development.

Employers need to build the capacity and competency in their leadership team, Conte said, so they can engage people while maintaining an agile work environment.

Another tip for leaders is to be intentional with their goals, transparent with their planning and collaborative with their teams so they have clearly defined objectives. 

“Even once you collaborate with your team and set clearly defined goals, be ready to go back to the drawing board. We will need commitment to agility, willingness to pivot, taking the pressure off to get it right immediately and being open to feedback,” Conte said.

Empowering current and future employees

For students graduating and entering the new flexible workforce, experts anticipate change management to be the core competency employers look for.

“Students who are graduating are well suited for a flexible work environment because there’s a lot of change that comes your way during an undergraduate or graduate program. You have to pivot all the time and they should bring that ability to the workforce. As an employer, I would be looking for folks who can work in a dynamic environment, embrace change and adapt their skills to successfully navigate that change,” said Conte. 

The new way of working also requires making space for employees to provide feedback about what’s working for them and what systems need improvement. Leaders will benefit from hearing from the people who know the work best.

“With autonomy and flexibility comes responsibility. People work in many different ways and everyone has different needs. What one individual needs in a virtual environment can be different from another, so keeping the lines of communication open and sharing your thoughts with a leader is part of being resilient to change,” said Barker. 

In a virtual environment, it can be harder for leaders to read the room and anticipate needs, Barker said, so employees should be empowered to speak up as often as needed.

Another tip for workers is to bring a sense of exploration, curiosity and agency. Experts agree that employers will rely heavily on their workers to navigate the new normal. 

“Look at this as an experiment. If you try something new and it doesn’t work, ask yourself what you learned and how you can tweak it. Employees know how to do their job best. They should be curious about how they can make processes more efficient, explore the possibilities and be patient with the results,” Conte said.

Finally, experts highlight the need for excellent interpersonal skills to communicate with coworkers and managers. People who can identify problems and articulate possible solutions through open communication are essential to achieving a successful, integrated, positive and engaged hybrid work environment.