Hybrid Without Intent: Silently Minimizing Culture

In the first post in this series, I noted that, in contrast to the benefits to remote work for some people, teams and organizations may be exposing themselves to considerable risk by being fully remote, or not utilizing on-site time intentionally and strategically.

I have explored the first 2 (of 4) Risk Categories: Productivity and: Creativity to Resilience. This time I’m exploring the risks of Remote and HWI arrangements to Culture and Talent Retention

Risk Category #3: Culture and Talent Retention

This is perhaps the most nuanced risk category as it focuses on the substance of the team and the critical role of the team member’s understanding of their value, as well as team member trust and respect: It’s about what it means to be a part of “this” team. And it’s about the components that enable the environment where the leader can effectively utilize the power-tools of leadership: Feedback, Candor and Utilizing Disagreement.

. . . it’s about what it means to be a part of “this” team.  It . . .  enables the environment where the leader can effectively utilize the power-tools of leadership:

Risk 7 is Associated with HWI arrangement: Reduced trust, increased frustration, reduced goodwill: employees d0 not feel respected. “I’m supposed to go in 3 days a week. It’s a commute of 2 hours a day. Why? Half my team is either remote on those days, or in offices elsewhere. I can have Teams meetings more easily from home, not sitting in a 1/2 empty room or with people who aren’t on my team!” Employees don’t feel they or their time are valued or respected.

only 12% of employees surveyed felt their employer did a great job of onboarding. . . poor onboarding can result in a 50% turnover in the first 18 months . . . it is often not given much importance. .

Risk 8: Increased risk of attrition due to reduced effectiveness of onboarding.

How effective are you able to provide new team members with that sense of team-culture? How well can you articulate your team culture, or organizational culture? How well do new members understand the importance of their role to the team? To the organization? How well do the team members understand the strengths on the team, and the role of each member?

How do you do this effectively when remote?

How do you do this effectively when remote?

A Gallup study found only 12% of employees surveyed felt their employer did a great job of onboarding (Why Onboarding Experience is Key for Retention: Gallup 2018), and my non-scientific study (asking people I know) about onboarding experiences suggests it is often not given much importance. The Gallup article also notes that poor onboarding can result in a 50% turnover in the first 18 months of employment.

There are many associated and contributing risks here and, while remote onboarding (and team building) can be effective, if done well, it is much easier in person!

. . . in video calls, we are unaware of side-bar conversations. It is difficult be aware of disagreement, exchanged glances, or clear discomfort or dis-engagement that may be obvious in in-person meetings

Risk 9: Reduced team culture and engagement due to lack of in person opportunities.

An example of team cohesion and engagement not happening: The meeting was to choose a tool to move forward with. Two on the call had a very specific idea of the best tool to adopt. It became evident mid-call that the needs case was not pointing to their choice. I received a text at that point from the more senior of the two, clearly intended for the other like-minded member, in which frustrations were being colourfully articulated. My response isn’t the point. What is the point is that when we are on-line, in video calls, we are unaware of side-bar conversations. It is difficult be aware of disagreement, exchanged glances, or clear discomfort or dis-engagement that are obvious in in-person meetings.

How do you perceive team member dissention? How do you respond when a team member is off-screen with comments such as “I look terrible today”. “I can’t get my camera to work”. . . ? 

I am a Leadership Coach. Our Leader of Impact program supports you to create your team charter and frameworks, which are excellent tools for onboarding.