Workplace culture is an important indicator of a company’s health and growth potential. When the corporate culture is thriving and dynamic, it is easier to attract and retain talent, achieve goals, adapt, innovate and grow.
Many companies want to make meaningful changes to their operations and employee relations to improve culture, retention, and long-term growth.
Improving company culture in hybrid and remote work environments is a great goal for organizations looking to collaborate and lead effectively in a technology-driven world.
The importance of building a corporate culture in remote environments
Is hybrid working harmful to company culture?
A common misconception about hybrid working is that it hurts company culture. As a result, some organizations have prioritized a return to work in person, regardless of worker preference.
In fact, requiring in-person work to reinforce company culture is likely to have the opposite effect.
What is corporate culture?
What creates and sustains corporate culture? The most crucial elements are the mission of the company, the values and the established standards of the workers. This refers to their attitudes, behaviors and habits.
In healthy work cultures, worker attitudes and behaviors positively reflect company values and contribute to the pursuit of the long-term mission.
This happens when workers feel fulfilled in their role, support the employer’s ethics and values, and believe the company has integrity. This means that workers support the company because it operates according to its values, rather than simply marketing them.
Crucial elements of workplace culture can be initiated, encouraged and developed in a hybrid or remote setting.
Remote work technologies are not going away. For many organizations, reduced overhead and greater flexibility have pushed the boundaries of innovation, productivity, collaboration, and accessibility.
Rather than seeing hybrid working as a culture barrier, leaders can use hybrid and remote working models to innovate, collaborate, and create a culture that supports working models, technologies, and communication methods. current and future.
Supportive Work Culture Practices
Daily work details should reflect company culture
Two years ago, one of the biggest concerns was that working from home would hurt productivity. The isolation, interruptions and comforts of living at home could distract workers from the task at hand.
But many leaders have found that their employees have a more intimate relationship with their work when they don’t have the distractions of everyday office life.
Because workers feel more connected to their work at home, so they can make work reflect the company culture.
Revise processes with input from workers
Companies can look at how their processes reflect their values, contributing to the overall culture. Common problems such as administrative headaches or communication problems can make the job more difficult.
Since remote and hybrid working models are new to most companies, it is necessary to adapt accordingly as information or issues arise.
Leaders can review their organization’s day-to-day processes, from the big picture to the administrative details, to see where to adapt. If your business values forward-thinking solutions, don’t neglect systematic improvement.
Encourage input and feedback from your employees so you can create or improve processes that promote clarity, efficiency, and user satisfaction.
Make meaningful hybrid and remote connections
The more employees believe their work is valuable rather than valuing their location, the more connected they will feel. Provide lots of feedback and opportunities for collaboration and team building.
Hold regular department meetings, but be aware of shorter attention spans and the need for breaks, and find ways to keep everyone involved or engaged.
When you have collaboration or team building sessions, spend more time and create space for social interactions and light chats. Foster community and collaboration with fully remote employees during creative sessions, team meetings, social hours, and brainstorming sessions. These activities generate enthusiasm and consolidate common goals.
When hybrid employees are in the office, make sure their tasks are essential and energizing. Help your employees feel like they’re making a valuable contribution instead of being physically there just because they have to be. Discuss the details of their work or contributions, and ask them for feedback and suggestions.
Different needs and standards according to departments and positions
Small group culture and nuances between departments
Multinationals have a strong global brand, but their local constituents have unique cultures. Often, small businesses are too concerned with discouraging workplace cliques to think about how small group cultures can strengthen the business.
Do a temperature check of team interactions. What is the culture of one department compared to another? You may find that one group of people have found systems and processes that work for them that would not translate well to another department with different goals.
Instead of making each team a uniform replica of the company culture, see how you can encourage groups to reflect different facets of the company while respecting the company’s values and mission.
In other words, make sure everyone is heading in the right direction, although their paths and vehicles may vary.
Remote and hybrid managers need more support
Distant and hybrid managers often face different job stressors than those they lead. In turn, they may need help to feel as connected to the workplace culture as their on-site counterparts.
When planning for remote and hybrid work, much of the focus has been on helping individual workers overcome virtual challenges. Managers were tasked with overseeing the new work environment and maintaining a fair and healthy atmosphere.
This left little room for determining how companies could help their leaders thrive or even meet the challenges of the new work model.
Leaders rely on peer support and group dialogues to navigate difficult situations. When managers work in a hybrid, part-remote, part-in-person model, it’s harder to connect with the right people at the right time.
Knowing that managers have a significant influence in promoting workplace culture, how can companies focus on organizational support for leaders? More importantly, what support do you need?
Find ways to build community among your managers to rekindle the workplace culture. Invest in leadership development and training programs to improve relationships and foster effective practices.
Positive corporate cultures adapt to grow
Remote and hybrid work does not inherently lead to a failing company culture. Respect the novelty of work models and the need for continuous process improvement. Ask your team for input – they often know which issues should be prioritized to improve their remote work experience.
Creating new cultural norms and practices to support your overall company culture is an exciting opportunity to use new technologies and workplace models to your advantage. It also means demonstrating the qualities that any growth-oriented company should possess: adaptability and creativity in difficult situations.