The top priority of a hybrid leader is to avoid a two-tier system and make sure all employees are treated fairly in their hybrid work model.
Hybrid work models could create a two-tier system of first-class and second-class employees. In other words, companies might create two different employee experiences, where those who spend more time in the office would be treated as first-class, and those who spend more time remotely would be treated as second-class (and might feel left out).
This might also result in potential leadership bias and favoritism toward on-site resources regarding promotions and career growth.
Here are a couple of tips that will help you avoid a two-tier system.
Tip #1: Focus on a Remote-First Culture
Remote-first means defaulting to working remotely for all your employees. It’s a strategy where tasks can be accomplished anywhere, and it’s one of the ways to establish an equitable and fair environment.
This can be accomplished by ensuring that on-site and remote employees can access the company’s data and systems the same way. For example, there are some systems that can only be accessed if you’re on-site in the office (for security purposes). When you think remote-first, you should consider providing that access to both in-office and remote employees.
And you can centralize your information and communication by leveraging online document repositories and hybrid collaboration technologies.
For example, you can use smart digital whiteboards instead of regular whiteboards that are hard to see on video.
Tip #2: Track and Overcommunicate in a Two-Tier Environment
Managers who are on-site with their employees usually have more information about what they are working on than remote employees, who tend to be more siloed. This could lead to isolationism for remote employees.
As a manager, you should put in the extra effort to keep track of what everyone is working on and, most importantly, overcommunicate with them to compensate for the lack of face-to-face interaction. Frequent check-ins help remote team members feel as supported as their on-site peers.
This is an excerpt from my latest book: Hybrid Work Management: How to Manage a Hybrid Team in the New Workplace
