What Makes for a Healthy Hybrid Workplace?

Clese cautions that the “communications funnel” becomes more limited when employees are working remotely, and there’s less opportunity for spontaneous interactions and follow-up conversations. But associations that implement strategies to ensure communications flow down to all staff members and empower middle managers to serve as a prime source of communication will create a more successful environment. “Middle managers, in many respects, are now the ultimate culture carriers for a hybrid organization,” he said.

During remote work, employees are more reliant on their immediate managers for communications, so association leaders should ensure middle managers are upskilled to supervise in a hybrid workforce. “Managers need to be able to manage digital relationships and manage great hybrid meetings,” Clese said. Managers can foster more personal interactions by asking employees to turn on their cameras, encouraging small talk before meetings begin, and being more empathetic with direct reports.

Associations should also ramp up their “asynchronous” communications, so that key information is documented and available digitally.

“Think about how informative great [board meeting] minutes are for understanding what happened during these important meetings—the assignments issued and decisions made—and try creating them for all of your meetings,” Clese said. These meeting documents can also be invaluable for onboarding new employees and provide context for understanding their department’s work and their role in the organization.

Maximize In-Office Interactions

To prevent feelings of disconnect during remote work, promote a sense of belonging in the virtual environment.

“Be much more intentional about what you do when you are together in person,” Grant said. “Don’t bring people into the office and have them participate in regular staff meetings and Zoom calls.”

Instead, prioritize activities that foster relationship-building; connection; and the deeper—often more meaningful—work on strategy, innovation, or culture itself.

Clese agrees that employees should congregate for team-led, purposeful activities, such as collaborative meetings or cross-departmental work projects. He also cautioned associations against requiring all employees to come in for a set number of days per week. Rather, leaders should be flexible in allowing directors, managers, and team leaders to set departmental expectations for onsite work.

Rethink Office Space

One final way to improve workplace culture is to examine the physical office space, and determine if changes are warranted to accommodate the new culture. Grant suggested eliminating or reducing the use of “cube farms” and redesigning space for larger groups to convene.

Associations should offer “collaborative areas, spaces for small meetings, and great conference rooms that are equipped with up-to-date technology to conduct hybrid meetings,” agrees Clese. Employees will want to come into the office if workspaces are optimized for hybrid and collaborative work.