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With 74 percent of US companies transitioning to a permanent hybrid work model, leaders are turning their attention to measuring the success of their hybrid strategy. That’s because there’s a single traditional office-centric model of Monday through Friday, 9am – 5pm in the office, but many ways to do hybrid work. Moreover, what works well for one company’s culture and working style may not work well elsewhere, even within the same industry.
So how should a leader evaluate whether the model they adopted is optimal for their company’s needs—or whether it needs refinement—in a way that avoids bias?
Establish clear success metrics
The first step involves establishing clear success metrics. Unfortunately, relatively few companies measure essential aspects of the hybrid work transition. For example, a new report from Omdia shows that while 54 percent of organizations saw improved productivity from adopting a more hybrid working style, only 22 percent established metrics to quantify productivity improvements from hybrid work.
Involve the C-suite
From my experience helping 21 organizations transition to hybrid work, it’s crucial for the whole C-suite to be actively involved in formulating the metrics, and for the Board to approve them. Too often, busy executives feel the natural inclination to throw it in HR’s lap and have them figure it out.
That’s a mistake. A transition to a permanent hybrid work model requires attention and care at the highest levels of an organization. Otherwise, the C-suite will not be coordinated and fail to get on the same page about what counts as “success” in hybrid work, then find themselves in a mess six months after their hybrid work transition.
Identify quantitative and qualitative metrics
It’s a best practice for the C-suite to determine the metrics at an offsite where they can distance themselves from the day-to-day bustle and make long-term strategic ch… Read More
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