Post by account_disabled on Dec 27, 2023 3:55:50 GMT -5
Were also surprised by how effective network data was in motivating some people who were reluctant to come back: Imagine half of your network thinks you’re more effective in person than virtually. This shift in thinking from simply considering what works best for the individual to truly understanding how others depend on them has had a profound motivating effect on many people. What activities should companies prioritize for in-person working in a hybrid model? In hybrid working, leaders need to provide guidance on how employees can optimize the face-to-face time they spend together. Unfortunately, without focused direction, it’s easy for people to fall back into their previous comfortable patterns of interaction.
For example we often see organizations move to open office configurations in the hope of creating a more collaborative environment, only to find the same people congregating in the new environment as they did before in cubicle farms. Provides unique insights into the types of face-to-face interactions Job Function Email List leaders must prioritize in the context of hybrid return-to-office strategies. (See Face-to-face and virtual interactions are not equally effective for different purposes. ) Using data from different organizations, we compared the purposes of online interactions with employee preferences for face-to-face versus virtual connections, and what types of interactions the results indicate Which interactions are best done in person (green spectrum) and which interactions are best done virtually (orange spectrum).
This reveals a disconnect; for example, while managers may default to face-to-face interactions for project coordination and information updates, the analysis below makes it clear that this is not the best use of newly scarce face-to-face time. Face-to-face and virtual interactions are not equally effective for different purposes. Employees want more face-to-face interactions with colleagues for rich, qualitative exchanges (green spectrum) and would rather use virtual means for lean, transactional interactions (orange spectrum) . It’s no small issue that face-to-face and virtual interactions are not equally effective for different purposes.
For example we often see organizations move to open office configurations in the hope of creating a more collaborative environment, only to find the same people congregating in the new environment as they did before in cubicle farms. Provides unique insights into the types of face-to-face interactions Job Function Email List leaders must prioritize in the context of hybrid return-to-office strategies. (See Face-to-face and virtual interactions are not equally effective for different purposes. ) Using data from different organizations, we compared the purposes of online interactions with employee preferences for face-to-face versus virtual connections, and what types of interactions the results indicate Which interactions are best done in person (green spectrum) and which interactions are best done virtually (orange spectrum).
This reveals a disconnect; for example, while managers may default to face-to-face interactions for project coordination and information updates, the analysis below makes it clear that this is not the best use of newly scarce face-to-face time. Face-to-face and virtual interactions are not equally effective for different purposes. Employees want more face-to-face interactions with colleagues for rich, qualitative exchanges (green spectrum) and would rather use virtual means for lean, transactional interactions (orange spectrum) . It’s no small issue that face-to-face and virtual interactions are not equally effective for different purposes.