Traditionally, the working world was built on imperishable foundations. But as of 2020, the COVID-19 pandemic permanently stamped “expired” on these traditional working styles. Not only were we challenged to adapt to the new normal overnight, but we were not equipped with the tools needed to maneuver in this strange journey. However, many of us managed hitting a reset button on the traditional methods of working, to find our equilibrium in the chaos.
But did we succeed in rebuilding the foundation of the future workplace that holds a permanent course of action to the current uncertainty? Are our people thinking, feeling and behaving well in this new hybrid working model?
In this article, let us discuss how organizations can help their employees adapt the new “behavior” of the new normal.
Why is it important to focus on behavior?
“Behavior” is a powerful word when we deal with reimagining the workplace. In addition to being the foundation of the corporate strategy, behavior also influences the culture of the entire organization. The behavior of our employees can be measured in terms of self-leadership — how do they behave with their counterparts? Are they uplifting or demotivating others?
Essentially, the behavior of employees can make or break an organization. Therefore, while you reinvent a workplace suitable for your people, in addition to focusing on the physical office (or bricks) and technological needs (or bytes), it is vital to consider the “behavior” aspect of the hybrid working model.
Aside from that, behavior is at the crux of the Workplace of the Future model because it influences both bricks and bytes. Once you establish the behavioral aspects of the place of work, you can begin to redesign them for bricks and bytes.
In essence, when the three Bs (bricks, bytes and behavior) of the Workplace of the Future advance together, they can build workplace cohesion, foster fruitful relations between teams, strengthen the employee’s trust in their employer, and motivate employees to help build an uplifting culture.
How can organizations recover from the behavioral blockage?
We need to start from the future back. Firstly, we must clearly define the behavioral strategy we wish to attain, which means we have to involve the right people and take well-measured steps.
To achieve that, we depend on knowing what kind of talent we wish to attract and retain. This is where HR’s strategic workforce planning process comes into effect. This process looks at the competencies the organizations will need now and in the future, and offers directions to the suitable talent pool. And while we recruit the desired talent, we must understand what they want and if flexibility is essential for them. Otherwise, we risk losing the strategic talent.
