Hybrid working: What challenges remain after the pandemic?

Hybrid working: What challenges remain after the pandemic?

The corona pandemic has permanently changed the world of work in Germany. With the introduction of remote workplaces and the permanent establishment of digital tools such as Teams, Zoom and Miro, the way we work has fundamentally changed. A current project at the TU Dortmund examines how hybrid collaboration models can be optimized.

Hybrid meetings that take place both on-site and digitally bring with them special challenges. Affected members often feel left behind, which leads to sociotechnical asymmetry. While physical presence in the office often leads to more active participation, this is severely limited in digital formats. The PRAESCO project, with the full title “Hybrid Presence and Collaboration in European Collaboration Networks for Agile Working Methods”, aims to address these issues. Technologies are being developed that facilitate the exchange between digital and physical participants.

Research and Development

As part of the project, a haptic-digital device is being developed at the TU Dortmund to support low-threshold communication. The aim is to improve the feeling of presence and emotional closeness for remote participants. The focus of the research is on the connection between structured meetings and informal collaboration in the office to accommodate agile working methods. An inclusive perspective that breaks down barriers for people with disabilities also plays an important role.

The “Connected Work Innovation Hub” project initiative, which is entering its second round, is also coming to the fore. So reported Fraunhofer IAO that 13 partner organizations have worked on relevant areas of action in the hybrid working world. The first phase provided valuable insights on topics such as leadership, innovation and employee retention, which produced practical solutions to improve hybrid working.

Hybrid working as the new standard

Hybrid working is now the new standard in German companies. A study of Fraunhofer IAO shows that less than 1% of respondents cannot work remotely. Over 80% of companies have established company agreements for mobile or hybrid working, and almost a third of companies no longer have attendance quotas.

This flexibilization not only has an impact on office organization. Companies are increasingly required to position themselves as a “social place” in order to promote employee loyalty. However, challenges remain, particularly in integration, networking and knowledge sharing between teams. Innovation and productive power are not negatively affected by hybrid forms of work, as the results of the studies show.

The focus is on people

It is becoming increasingly clear that feedback loops and personal communication must become more important. Employees complain about inadequate feedback and a lack of awareness of overload. Empathetic communication and digital skills are becoming indispensable for managers. The trend is moving away from control mechanisms towards a culture of trust that promotes team agreements in order to avoid social erosion and strengthen cohesion.

In summary, it can be said that hybrid working has not only changed the way we work, but also the way companies have to shape their culture and structure. Ongoing research and development in this area will be crucial to how companies and employees can navigate this new reality.