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The 3 biggest challenges of hybrid work

The 3 biggest challenges of hybrid work

by Statements from the personaList community | May 27, 2022 | Customer Story, Digital Transformation, Leadership in the digital transformation | 0 comments

The 3 biggest challenges of hybrid work – voices from the personalist.at community

In the course of an Leadership Horizon Conference competition, some members of the personalist.at community asked themselves the following question – What are my 3 biggest challenges when it comes to leading an organization in the new age of hybrid work?

Employee retention

A common concern among participants seems to be employee retention – spending so much time in the home office significantly increases the distance between the company and its employees.

One participant commented:

More home office cannot work at the expense of team spirit and identification. How do we still manage to maintain the bond with the company & the players or allow it to develop?

Re-establish the corporate culture

In addition, it is now necessary to fully re-establish the corporate culture that was previously destructed. There are several factors (e.g. generational diversity) and different needs (e.g. different working days) that now have to find a harmony.

Complicated organization

What additionally puts obstacles in the way of hybrid company development is the complicated organization. The onboarding process clearly needs a change here, because new employees now hardly find a connection without the personal exchange. We all need to learn from and with the situation.

An involved in the competition wrote:

Reintegrate learning into the hybrid workday: Shaping the learning organization: moving away from pandemic crisis management and into forward-looking planning and action.

Constructive approaches to your hybrid challenges

Take a look at our guide HYBRID LEADERSHIP or read these posts on our blog: 6 things you can do to support your hybrid team & 5 tips to increase trust when working hybrid.

Get the "Hybrid Leadership" Guide

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Next Work Monopoly – Playfully design your new workplace culture

Next Work Monopoly – Playfully design your new workplace culture

by Michael Weiss | Apr 25, 2022 | Digital Transformation, MDI Inside, Training Insights | 0 comments

Next Work Monopoly – Playfully design your new workplace culture

In recent years, the world of work has steadily evolved from static office workplaces to more flexible work options, and the effects of the last year have made this transformation even more rapid. Due to technological progress and, in particular, digitalization and widespread accessibility, employees are no longer tied to a fixed workplace, but can carry out their work from various locations.

For the sustainable development of hybrid working, this journey needs to be actively shaped – in other words, we need a workplace culture strategy.

We have been able to gather a lot of experience with mobile working in recent months – now at the very latest it is time to share this experience in the team and to determine how you want to implement “Next Work” together in your team.

Michael Weiss has developed “Playful Collaboration” for this purpose, in which the participants quickly work out possibilities for implementing these changed requirements together in the team using a playful approach!

Possible Topics:

  • What impact does mobile working have on organization, leadership and teams?
  • How do we master the transformation together?
  • How can we increase engagement and thus also the company’s success?
  • Which form of work is right for whom?
  • What values and attitudes are needed for mobile working?
  • What influence do different generations have on the change in collaboration?
  • How do we succeed in feeling and developing as a team, even at a distance?
  • How can we ensure the productive implementation of the changed ways of working by jointly designing our working environment?

Benefits:

  • You know what advantages Next Work offers and can use them for your company.
  • You know the most important requirements that have to be met in order to implement these new working environments.
  • You know about the different needs of the generations and can use them for your company.
  • You know the most important requirements for communication and collaboration that you can implement together in the digital working world.
  • You can support and use hybrid working for individual employees as well as for the entire team.

Interview with Michael Weiss –

Next Work Monopoly – a Playfully design your new workplace culture

Dear Michael, you created the Monopoly board game “Next Work – Playful Collaboration”. What’s behind it and why is it a game changer for the new world of work?

It enables teams to exchange their attitudes and perspectives on mobile working in a playful way. In this way, employees get to know each other better, and the respective manager can agree on rules and framework conditions for the implementation of mobile working that suit his or her team.

Why do organizations, managers and their teams need this game right now?

Many teams are working mobile very successfully, mostly forced by the pandemic. Organizations and leaders now often want to bring their employee:s back into the office, which many employees don’t really want to do. Therefore, it is now important to find viable implementations for ALL, that are easily enabled by this game.

Are there any special game or feedback rules that need to be observed?

The rules of the game are very simple, based on those of Monopoly. When answering the questions, it is important that there are no justifications or counter-arguments, but that there is a high interest in getting to know the different attitudes and points of view of the other players.

“Next Work” has already been used in various companies. What have been your most important lessons learned so far?

The game is a lot of fun for all participants, the answers are honest and informal, and there have been some “aha effects” and surprises when attitudes and perspectives are expressed that the others have not heard before. The keyword-like documentation of the answers is very important, so that the team can derive concrete implementation plans afterwards, and the leader recognizes which framework and rules of the game the team needs.

What criteria must be met in order to use this game successfully?

There must be an unconditional willingness on the part of the organization and the respective leader to actually implement the findings from the game. Therefore, time and financial resources should also be available to enable this implementation.

For whom is the game rather unsuitable?

For players who do not plan to implement the findings together afterwards. The exception here are executives who play together in order to get to know different approaches to mobile working, and who also form opinions in the process.

Is there a hybrid or online version of the game?

Yes, the game can be carried out both hybrid and online with a webcam transmission.

Michael Weiss

Michael Weiss

Management consultant, trainer and coach

Over 25 years as a manager in the field of human resources, 5 years as managing director of one of the largest in-house training academies, 20 years as an independent management consultant, trainer and coach for various companies, lecturer on human resources topics at the Vienna University of Economics and Business Administration, WIFI Vienna, bfi Vienna and ARS, long-standing human resources and organizational developer in the financial services sector. 

  • LinkedIn

By the way, Michael Weiss + “Next Work Monopoly” will also be attending our upcoming Leadership Horizon Conference 😉 

The effects of home office

The effects of home office

by Dr. Kilian Wawoe | Apr 14, 2022 | Digital Transformation, Leadership in the digital transformation | 0 comments

An Interview on the effects of home office with Dr. Kilian Wawoe

Dr. Kilian Wawoe investigated the consequences of the increasing numbers of home office days for people and companies and the effects of home office.  During lockdown, he found more than 600 articles about working from home, talked with hundreds of people about their experiences with home office, took questionnaires from thousands of workers and worked with dozens of companies on a new form of collaboration that he calls “corporate brain.“

The exciting results and detailed conclusions will be revealed on June 2nd at the Leadership Horizon Conference. 

What are the implications of the increasing number of home office days for companies?

We are in a unique situation – the entire world is participating in the largest “experiment” in the history of labour. The lessons we can learn from the lockdowns are that we can quite easily work from home, which means

  • less commuting
  • producing less pollution
  • experiencing less stress
  • seeing increased productivity

What are the consequences of home office days for employees and the team?

The problem is that the impact of Home Office varies greatly from person to person. As a result, many companies are leaving the choice up to their employees. This is risky because employees come to the office to meet their colleagues and learn.

The future of work is therefore not about the individual, but actually about the group.

Should there be a home office obligation in order to work efficiently and sustainably?

We have to be careful with efficiency in the workplace. Many workers report that they are more productive in the home office, but work is also about imparting and teaching knowledge. That may not be efficient, but very important. We need to think about commitments, but in a different direction: The obligation for employees to come back to the office. Some of the employees state that they don’t want to work in the office at all, or only a little. But companies need these individuals to be part of the group, nonetheless.

What is the best solution for the increasing employees’ desire for home office days?

I advise companies to have an open discussion with their employees about the future of work. But please be careful: There is one group whose time during the pandemic was particularly difficult. We should make sure that these employees are heard. Many people want to protect their “rights they acquired during the pandemic”. Managers need to protect those interests of the group.

How many days of home office a week/month has been shown to be the “gold standard”?

“With the knowledge you gained from the Corona crisis, how many times would you want to go to the office?” This question is so obvious that it is asked in almost every organization. However, there are three mistakes.

Work is not about “you.” but about “we.” Work is a team sport that is about working together. It’s not about “how often,” it’s about “what” you come to the office for.

When we come to work and isolate ourselves all day, what do we then bring to the group? It’s not about ‘wanting’, it’s about what we want to ‘do’ in the office.

The question is: “What are we going to do with the knowledge that we have gained during the pandemic to make the team work (remotely)?” Because the office is a place to connect, coach and collide.

What do you think will happen after the Corona pandemic? 

First, we need to develop a vision for human resources.  

  • How are we going to make sure the right things are happening in the workplace? 
  • For example, how do we make sure that new employees can actually learn the job? 
  • How do we make sure that there is a culture of integration, even for those who don’t like to work from home? 
  • Also, how do we avoid unnecessary travel? 

Clearly, it is difficult to find a common denominator for these very different projects or to make a statement about the results if the evaluations have not yet taken place. Nevertheless the results are based on the theory, the interviews, the questionnaire interviews, the questionnaire surveys, the focus groups, discussions with experts and the initial projects.

I think that my approaches can contribute to the following:  

  • Improved employee performance 
  • Better functioning teams 
  • More involvement of young and vulnerable employees 
  • Improved job satisfaction 
  • Better health 
  • Less stress and burnout 
  • Less pressure on the environment 
  • Never again sitting in an overcrowded train or bus 
  • And never, ever being stuck in a traffic jam again 

Ultimately, however, we need leaders who make decisions. And if certain people don’t like the new way of working, companies should not be afraid to part with them as well. Because the pandemic has taught us unique lessons and we should all take the time to learn them. 

Dr. Kilian Wawoe

Dr. Kilian Wawoe

Assistant Professor Human Resources Management

Dr. Killial Wawoe worked in various positions in HR in the Netherlands, Belgium, Monaco and India.

Currently he is active as a lecturer for Human Resources Management at the VU University of Amsterdam.

www.humanresearch.nl 

 

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What serves you next?

Our journey of becoming CO2 neutral – reasons and tips

by Alexandra Eichler, Gunther Fürstberger | 10. December 2021 | Leadership Impact, MDI Inside | 0 Comments

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How can VR help with leadership training?

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Virtual Reality for Leadership Development

by Aline Depoorter | 22. June 2021 | International leadership development, Leadership Impact, learning effectiveness | 0 Comments

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Five Characteristics of Agile Leadership Development

by Gunther Fürstberger | 22. June 2021 | Agile Leadership, International leadership development, learning effectiveness | 0 Comments

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by Marina Begic, Stefan Diepolder | 21. June 2021 | Impuls series, International leadership development, learning effectiveness | 0 Comments

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Agile-based Competence Management – Learn and evolve with change

by Josef Wegenberger, Oliver Wegenberger | 18. June 2021 | Agile Leadership, International leadership development, learning effectiveness | 0 Comments

Authors: Josef Wegenberger, Oliver Wegenberger Society for Business Psychology and Organizational DynamicsLet's put ourselves in the shoes of a company from the 1980s. TECHNIK AG is a typical large company with several thousand employees. The order situation is...
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Self-directed learning needs more than just an LMS!

by Marina Begic | 20. May 2021 | Impuls series, Leadership Impact, learning effectiveness | 0 Comments

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Successful collaboration through mentoring, attentiveness and empathy

by Peter Grabuschnig | 19. May 2021 | Leadership Impact, Leadership Tips | 0 Comments

For example, the function of mentoring or virtual mentoring and, strongly linked to this, the key qualification of attentiveness.By the way, Peter shows you in our new e-learning course successful virtual collaboration & mentoring step by step!Successful...
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How can I mix my own Resilience Cocktail as a leader?

by Aline Depoorter, Marilena Maris | 25. March 2021 | Impuls series, Leadership Impact, Leadership Tips | 0 Comments

with Marilena Maris: economist, personnel developer and executive coach. Hello Marilena, thank you so much for taking the time to answer our questions. We are convinced that you, as an expert, can provide insightful answers!   The increased virtual working, the...
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6 things you can do to support your hybrid team

6 things you can do to support your hybrid team

by MDI Guide - Hybrid Leadership | Mar 22, 2022 | Best Practice, Leadership Tips, Training Insights | 0 comments

6 things you can do to support your hybrid team

A hybrid environment brings change for all of us. We’re often unfamiliar with certain transitions and can’t keep up with the new pace. That’s why it’s even more important that you, as a leader, keep a cool head and take the pressure off your employees as much as possible. With these 6 tips, you get 6 things you can do to support your hybrid team with their current challenges. 

Empathy and understanding for your employees

In this ever-changing work environment, it’s especially important to pay attention to everyone on your team. We often don’t know under what conditions our employees must do their work at home now. Whether they have screaming children in the background or their partner is playing Playstation loudly on the side – it’s your job as a leader to treat your employees with empathy. This strengthens their sense of well-being and makes them much more motivated to work.

Actively care for the team

In addition to increased empathy, it is also helpful to regularly check in with your employees and ask how they are doing, thus strengthening the informal relationship level.

It is also clear that the transition from present to hybrid working is not easy for most people. So you need to make sure there is a steady balance in the team – this could be in the form of coaching, training or just a “no emails on weekends” policy.

Improve technical equipment

Sure, this is nothing new. We all understand by now that a strong Internet as well as good software are among the basics of hybrid implementation. But new programs are constantly being developed that will make hybrid work even more exciting and effective. Virtual reality, 3D meetings or Microsoft Mesh, among others, are currently being tested to make virtual get-togethers even more exciting later.

Update legal knowledge

It is difficult to adopt laws on hybrid work to work on an international level. Different arrangements apply in each country; but even within a country, it is often difficult to agree on specific regulations. The issues of commuter allowances and the definition of an accident at work alone present challenges. Here, it is up to HR to deal with the legal issues and to work with the leader to crystallize the guidelines for the company.

Optimize self-leadership

As a leader, your most important task is of course to take responsibility for others and lead them in the right direction. But what about the most important leader in your life – yourself? Tools like task managers, time tracking apps and more can help you structure yourself. The advice of Stephen Covey, who always sets up jour fixes with himself, can also be helpful here to improve your own management.

Regularly question the business model

As more tools and technologies for hybrid working come onto the market, it becomes more necessary to go through the existing services and ask yourself some questions: Do I still need this service? Can I make it more efficient, such as through automation? Could someone else provide it better or cheaper? That way, you can make sure the right thing is still being done in the hybrid setup.

Want to learn more?

In our guide Successful hybrid leadership – The 3 success factors of hybrid leadership you will get some more tools and tips to increase trust when working hybrid …

… or join us at the Leadership Horizon Conference: 

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Five Characteristics of Agile Leadership Development

by Gunther Fürstberger | 22. June 2021 | Agile Leadership, International leadership development, learning effectiveness | 0 Comments

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by Josef Wegenberger, Oliver Wegenberger | 18. June 2021 | Agile Leadership, International leadership development, learning effectiveness | 0 Comments

Authors: Josef Wegenberger, Oliver Wegenberger Society for Business Psychology and Organizational DynamicsLet's put ourselves in the shoes of a company from the 1980s. TECHNIK AG is a typical large company with several thousand employees. The order situation is...
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Successful collaboration through mentoring, attentiveness and empathy

by Peter Grabuschnig | 19. May 2021 | Leadership Impact, Leadership Tips | 0 Comments

For example, the function of mentoring or virtual mentoring and, strongly linked to this, the key qualification of attentiveness.By the way, Peter shows you in our new e-learning course successful virtual collaboration & mentoring step by step!Successful...
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How can I mix my own Resilience Cocktail as a leader?

by Aline Depoorter, Marilena Maris | 25. March 2021 | Impuls series, Leadership Impact, Leadership Tips | 0 Comments

with Marilena Maris: economist, personnel developer and executive coach. Hello Marilena, thank you so much for taking the time to answer our questions. We are convinced that you, as an expert, can provide insightful answers!   The increased virtual working, the...
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5 tips to increase trust when working hybrid

5 tips to increase trust when working hybrid

by MDI Guide - Hybrid Leadership | Mar 22, 2022 | Best Practice, Leadership Tips, Training Insights | 0 comments

5 tips to increase trust when working hybrid

Team cohesion and stability are more important now than ever before. Especially in a hybrid setup, where some new challenges await you and the dynamics of your team are constantly changing, you need to be able to trust each other. Here are 5 tips to increase trust when working hybrid.

Build an informal exchange

Even in a hybrid environment, it’s important to exchange ideas with each other without constantly focusing on work. However, you don’t have to take a coffee break together every day for this – it’s enough to turn on your camera in meetings and engage in conversations. When any kind of communication is cultivated, you can cooperate more easily and effectively as a team.

Attract employees to the office

Especially in times like these, you want to keep the number of office days as short as possible – who wants to commute across town when you can join a meeting from the comfort of your bed? That’s exactly why it’s significant for you as a leader to give your team a reason to take the trip. This could be in the form of a “lunch fix,” for example, where you meet at the office on a specific day of the week to eat lunch together. This way, employees are immediately more interested in doing their work from the office.

Strengthen community in business meetings

In parallel to informal meetings, it is of course just as relevant to strengthen cohesion in business meetings. The most important thing here is not to discuss individual topics with separate employees while others are present. If you’re already sitting down together, you should only discuss areas that affect everyone. In addition, it is legitimate to ask your employees personally what their ideas are and how they think cooperation can best be strengthened.

Encourage development and innovation

People often learn best in a community – this can be a good motivating factor. If you set a goal as a team to further your education and expand your general knowledge, one way to do this would be to learn something new every office day. For example, every week someone else could bring an article or blog post on a current topic and then discuss it in the group with the colleagues. That way, you’ll always be up to date on the most important issues for the company.

Improve structure and organization

To ensure that everyone knows their way around and that working in a hybrid setup runs as smoothly as possible, it is important to create clear structures and stick to them. If all employees adhere to certain rules, they can plan and arrange their lives much better. This way, you can significantly reduce chaos and confusion in the company.

Want to learn more?

In our guide Successful hybrid leadership – The 3 success factors of hybrid leadership you will get some more tools and tips to increase trust when working hybrid …

… or join us at the Leadership Horizon Conference: 

What serves you next?

Our journey of becoming CO2 neutral – reasons and tips

by Alexandra Eichler, Gunther Fürstberger | 10. December 2021 | Leadership Impact, MDI Inside | 0 Comments

MDI is CO2 neutral The pandemic has made us more thoughtful. Adult education in presence is connected with traveling. Often these are only short distances, but we also had seminar weeks where participants came together from all over the world. With the Pandemic...
Read More

How can VR help with leadership training?

by Anita Berger, Dominik Etzl | 11. October 2021 | Leadership Impact, Leadership in the digital transformation, Leadership Tips | 0 Comments

How can VR help with leadership training? Our Virtual Reality & Leadership Development Experts Anita Berger & Dominik Etzl talk in this Interview about Leadership Impact through VR.can help organizations address some of today's key leadership challenges.Why is...
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by Marina Begic | 28. July 2021 | Impuls series, Leadership Impact | 0 Comments

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Virtual Reality for Leadership Development

by Aline Depoorter | 22. June 2021 | International leadership development, Leadership Impact, learning effectiveness | 0 Comments

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Read More

Five Characteristics of Agile Leadership Development

by Gunther Fürstberger | 22. June 2021 | Agile Leadership, International leadership development, learning effectiveness | 0 Comments

What does the future of agile Leadership Development look like? MDI CEO Gunther Fürstberger has answers and shows you five helpful Characteristics. In the past, leadership development was mainly carried out in the classic mindset of project management. To achieve...
Read More

Personnel developers as trusted guides  

by Marina Begic, Stefan Diepolder | 21. June 2021 | Impuls series, International leadership development, learning effectiveness | 0 Comments

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Agile-based Competence Management – Learn and evolve with change

by Josef Wegenberger, Oliver Wegenberger | 18. June 2021 | Agile Leadership, International leadership development, learning effectiveness | 0 Comments

Authors: Josef Wegenberger, Oliver Wegenberger Society for Business Psychology and Organizational DynamicsLet's put ourselves in the shoes of a company from the 1980s. TECHNIK AG is a typical large company with several thousand employees. The order situation is...
Read More

Self-directed learning needs more than just an LMS!

by Marina Begic | 20. May 2021 | Impuls series, Leadership Impact, learning effectiveness | 0 Comments

Part 2 with Marina Begic: Digital Business Development Expert and Senior L&D ConsultantOur Digital Business Development Expert and Senior L&D Consultant Marina Begic is currently focusing intensively on "The Future of Workplace Learning". Fast and targeted...
Read More

Successful collaboration through mentoring, attentiveness and empathy

by Peter Grabuschnig | 19. May 2021 | Leadership Impact, Leadership Tips | 0 Comments

For example, the function of mentoring or virtual mentoring and, strongly linked to this, the key qualification of attentiveness.By the way, Peter shows you in our new e-learning course successful virtual collaboration & mentoring step by step!Successful...
Read More

How can I mix my own Resilience Cocktail as a leader?

by Aline Depoorter, Marilena Maris | 25. March 2021 | Impuls series, Leadership Impact, Leadership Tips | 0 Comments

with Marilena Maris: economist, personnel developer and executive coach. Hello Marilena, thank you so much for taking the time to answer our questions. We are convinced that you, as an expert, can provide insightful answers!   The increased virtual working, the...
Read More

or maybe this?

YouTube

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