Hybridity is creating power differentials at work
The familiarity we felt with colleagues on remote calls during lockdown rested largely on memories of connections formed when we sat next to each other or met for lunch, says research.
Connection is not only good for bonding, it helps us to make decisions and is especially useful when we feel a majority of things to be outside of our control. The first few minutes of a face-to-face encounter with another person are intuitively used to predict cooperativeness and generosity. This has been our human practice for hundreds and hundreds of years. We can increase flexibility, spend less time in traffic travelling to work, trim down office costs, and reduce our overall carbon footprint by adopting remote work practices. But the benefits of more traditional in-office work, such as informal and formal collaboration, networking, getting to know who is who, on-site support and learning cannot be undervalued.
Rather than advocate for one or the other, we need to consider what balance works, for our people and our business. Because what we now know is that hybridity creates power differentials through the factors of visibility and access.
Out of sight, out of mind?
Employees who are ‘seen’ are more likely to be picked for new projects or to be recognised for work well done. A physical presence in the same office as a manager naturally makes an employee more visible, and that can assist with their growth, development and progression.
In a Robert Walters survey, professionals reported on their beliefs about a lack of contact with their line manager: 44% felt they had been overlooked for opportunities, 37% for career progression, and 26% for training. Results indicate a decrease in output and morale for professionals who say they see their manager face to face less than once a week. For those who spent more days in the office with their manager, both output and morale steadily increased.
Power differentials also emerge when there is a lack of access to resources. By this we mean access to the right tools and environment to do the job well, such as computers, software, a suitable desk and chair, a quiet space or office, and access to childcare. The quality of internet connection also matters, and in South Africa, electricity supply can be added to the mix.
Start with your own audit:
How visible am I? Do I have the right touch points for meaningful interaction and recognition of the work I do? Do I have the confidence to ask for what I need to do my best work? If I am a leader, how much ‘remote leading’ am I doing?
For your company or team:
How can we make the workplace fair? Are employees visible and do they have the right access and tools for the jobs they need to do?
What is our policy around hybrid working? Is it clear? What are the boundaries?
How much time do we have for interaction face to face? How much flexibility and choice do our people have?
Heed the call for fairer workplaces. It takes some thinking, conversation and clear communication. But we can get closer to setting more people free to do their best work.
Read: Making the Hybrid Workplace Fair by Mark Mortensen and Martine Haas, Harvard Business Review
