In this insightful interview, Janina Kugel, Seatti supervisory board member, ex-Chro & member of the Managing Board of Siemens AG and leading expert in organizational development, provides deep insights into the dynamics and challenges of the hybrid working model. It highlights the diverse aspects of flexible work structures and their effects on multinational organizations. Ms. Kugel discusses the perspectives of both managers and employees and underlines the importance of communication and team dynamics in a constantly changing world of work.
What is the importance of flexible working?
Janina Kugel: Hybrid work means one thing in particular: The flexibility to switch between different types of work and locations. This includes the sometimes physical presence in the office and the opportunity to work from other locations, such as working from home.
This combination often leaves room for individual design. However, many companies establish fixed rules on how many days employees should spend in the office. These should serve as guidance for employees and managers. Sometimes these legal frameworks are also necessary, but I believe that these agreements should be made directly as a team. The team and managers know best how often they should meet and when collaborative work is necessary to promote innovation or solve problems.
The challenge of finding a good balance and bringing the team together regularly often lies with managers. Social exchange is incredibly important, especially for new employees, as they are not yet able to grasp social networks and company dynamics.
As a manager, it's about daring to make announcements and actively demand days for collaboration and social exchange. And to maintain transparency and explain why social exchange or local cooperation is necessary. And employees should be able to do the same. Simply saying “I need interaction with you now to get the best out of the team.”
And this is how hybrid working offers this flexibility. And another point: Anyone who can work in a hybrid way will be able to work with talent anywhere, regardless of location and almost independently of time.
Anyone who can work in a hybrid way will eventually be independent of where people and talents are located and then actually be able to work with everyone — regardless of location and almost independently of time.
What impact does hybrid work have, particularly on multinational organizations?
Janina Kugel: As mentioned above, hybrid work, when done correctly, offers the opportunity to build a global talent pool. However, the prerequisite for this is that you actively involve people, regardless of how often you meet them physically.
However, this also means that companies must make greater efforts to promote social interactions between employees. And here, every employee has different needs. Some don't want to see colleagues for a long time, others are looking for more contact with the team. And that also depends largely on how closely you are integrated into the company, how experienced you are, what expertise you have or are still in the learning process.
Culturally speaking, organizations that master hybrid work and create space for collaboration, learning and corporate performance have an enormous competitive advantage.
It is difficult, means a change of mindset for many, but it is worthwhile. Support from software and other tools can help you live out these new ways of working and make them an advantage.
Hybrid companies can have a huge competitive advantage over anyone else. In this respect, it is really a huge appeal for me. Is that difficult? Yes Does it mean for almost all of us in our professional lives that we have to learn something new? Yes Are these things worth trying out and tackling? Definitely.
The expectations of managers and employees often differ. How do you see this dynamic?
Janina Kugel: Not only do ideas diverge when it comes to hybrid work, but this is the case with many concerns. And that is the role of the manager itself. They are responsible for the entire team, performance, collaboration and team culture. Employees must understand that on the one hand they are individuals with their own expectations and experience, but on the other hand they are also part of a team and therefore part of a larger group.
Talks are needed to bring these different perspectives together. It is important to understand the different expectations and to find a compromise. Of course, this always means that you don't win with your own perspectives, but that you also have to adjust some of your expectations.
It is very important for managers that although they are higher in the hierarchy, they cannot always expect to win. If that is the case, I am convinced that collaboration is always a success factor and that hybrid work becomes a success.
What makes a significant contribution to employee retention?
Janina Kugel: Attracting and retaining qualified employees is an important factor for many managers. But we must be clear about exactly what we mean by this.
A significant part of employee retention is the work environment. It's about doing work that you enjoy doing and that you like, at least for the most part. But human interaction in the team you work with is also particularly important. This creates a sense of belonging.
Studies have shown that people who describe colleagues as friends create a positive working atmosphere in which others enjoy working. It is therefore important to create these moments, whether virtually or on-site in the office. This is particularly important when it comes to onboarding. And we've already seen that in the past.
There are employees who have worked for us for six months or more and have never met anyone from the team in person. It's important to think about all the different expectations within the team and create regular interactions.
I think it takes more effort to do that in virtual space, but I've attended many virtual sessions that created a sense of belonging, interaction, and fun that connected us. Ultimately, it depends on who the people in the team are, what the people have as their wish and requirement. Discussing these things and making them transparent for everyone is crucial.
Thanks for the interview!
