Team dynamics in the remote or hybrid working model - challenges and solutions

We invited Evelina Prodanova, a professional in the field of organizational psychology, to comment on the challenges and best practices in different models of work organization. She is interested in organizational culture, in the way people make companies successful and effective, and in the models of adaptation that organizations need to implement to be in sync with the demands of the constantly evolving environment in which they operate. She has a PhD in organizational psychology and is a Fulbright Scholar. She is currently part of the Remote team responsible for managing HR programs.

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The 2020 pandemic has provoked many companies to redefine their operating model. Working from home (telecommuting) has very quickly become the norm for specific sectors and industries and has continued for at least a year. This externally-forced change has necessitated a new look at how we do our jobs and invited us to consider how we evaluate the work we do, what constitutes productivity, and how we measure it. Several years later, we now have three models working successfully - work done entirely in physical space, remotely, or a so-called hybrid model that combines the previous two. Each of these has its own characteristics and challenges that organisations need to take into account when creating a working environment where company goals are achieved and employees feel satisfied. But at the same time, they are similar in their deep core, namely in terms of what matters to employees, how to address their needs, and ensuring engagement and a sense of belonging.

Challenges with team communication in remote and hybrid working, and how to overcome them

How we communicate is one of the most important factors determining productivity in business behavior. What is true for remote work is very much true for hybrid and physical work. It is important to have an understanding of what needs to be done (a clear goal), who has responsibility and what that responsibility is for each task, a common understanding of how certain activities will be carried out, and agreement on the responsibilities assumed and the above.

However, let us highlight some challenges:

Remote teams more often rely on asynchronous working as they are often located in different cities, countries, and time zones, which can lead to communication holes and misunderstandings.

Another potential negative outcome is greater volume and time-consuming written communication, followed by delays in implementation, and misunderstanding of what is to be done and by whom. Written communication itself is not always effective as it is "crippled" - lacking tone of voice, expression, and emotion - i.e. the non-verbal and paraverbal aspects of communication which are an important channel of the message delivery process.

Of course, this can be avoided with focused action and proper planning. Just because people are not physically in one place does not mean that a conversation cannot take place and a case cannot be discussed. Detailed documentation practices are useful, as is the use of video and audio messaging to convey information.

Another challenge may lie in the fact that remote working does not provide as many opportunities for socialising and getting to know colleagues. When you have physically met the people you work with, you can build relationships on a deeper level (if desired). Sometimes even friendships are formed, and these aid the collaborative process (although they are not required for it) as there is another point of reference and understanding of why a person may have acted in a particular way.

In purely remote teams this element is often absent and can therefore further impede communication. Some companies that work entirely remotely organise live events to provide an opportunity for people in the organisation to meet and get to know each other. But even without such large-scale events, it's useful to make time for conversations for socialising purposes, outside the context of work, online get-to-know-you games, and even team building (albeit virtual). 

My advice is that if a person has decided to try fully remote working, they should be prepared to adapt their working habits. Taking time for socialization can be a matter of personal choice and initiated by each employee, or it can be a planned management practice that is organized at the team or individual level by supervisors.

Last but not least, whether working desk-to-desk in a physical office or people have never met "in person", all relationships are built on trust. Yes, it is harder and slower to develop in remote teams and requires more effort, but it is the foundation on which everything else is built (and this is true for the other two working models as well). In the absence of trust, micro-level management practices can emerge that are downright harmful and hinder productivity, as well as employees' willingness or unwillingness to stay with an organization. 

Team motivation and commitment in a remote and/or hybrid working model

In every workplace, employees have the same needs - to feel accepted, to feel that they matter, and that their work contributes to the achievement of overall organisational goals, and of course, these needs vary in intensity from person to person. Therefore, leaders should look for ways to provide an environment where their employees feel significant, and that this is not event or campaign-driven, but integrated into the work on a daily basis, part of their management model. And it's not at all about physical space or lack of it. 

Recently we have seen a forced return to the offices by companies. And in some cases, this is a mistake because it will not solve other problems that have already arisen. That people don't spend time at a desk sitting next to each other often does not illustrate the root cause of the organizational-cultural holes that have occurred. If employees are dissatisfied, then pizza and beer on Fridays are probably not the way to change that, no matter how often managers force this type of interaction.

Instead, would be more useful to regularly seek feedback on issues related to identifying what's meaningful to employees and the extent to which they currently find it in the organization. This would keep a finger on the pulse of the organizational culture and, consequently, the data, if regularly collected and checked, would provide a basis for follow-up action planning. If employees are expressing dissatisfaction, it is important to understand what is provoking it and work to address it. If there is feedback on collaborative working, it is right to understand what is underlying this and it is likely to have nothing to do with physical space or lack of it.

Managers of any team, large or small, have the heavy responsibility of communicating and "translating" into the language of each employee how an activity contributes to the overall development of the company. They are also the ones who make sure to get to know each member's individual goals and career aspirations, they are there to work collaboratively to accomplish these tasks and provide an environment where employees can achieve their best. All of these practices do not necessarily require direct physical contact.

Effective task management and productivity tracking of telework behaviors

How much time we spend at work (whether in an office or remotely) is not identified with what we get done. If goals are met on time and performance is of high quality, it should not matter whether one is in an office, working from home, or whether one worked 8 or 5 hours to achieve those goals.

Giving regular and specific feedback on task performance is also critical to achieving effective management. It should be focused on the action performed (not the person), illustrated with examples so that the employee can understand what to improve, and be timely. Giving feedback can happen face to face, with a video or audio message, or in writing and if it becomes a practice for managers, if they have built a relationship of trust with their team, it shouldn't matter how it is given - as long as it happens!

It is also useful to apply flexibility and an individual approach to task management, which also leads to higher motivation and commitment. Sometimes employees have personal commitments, such as caring for a child or a sick family member. These do not diminish the importance of the work the employee does, but they carry a much greater emotional charge and are important to the person in the long term. In these cases, work may be required at different intervals. As a reminder, because it is the outcome that is important, not whether the work is only done in the 8 to 5-hour period and whether it happens in an office, it is a beneficial practice to achieve satisfaction. If the employee feels an understanding of their personal needs and is given the opportunity to tailor their work to them, then the gratitude would be great, motivation increased, and this in itself leads to increased loyalty and often high productivity. Such approaches reduce stressors and can be part of a program to prevent and manage occupational stress among employees.

In conclusion - it is important to remind ourselves that organisations are living organisms and thrive in external environments (whether the business environment is physical or digital). And as such, they evolve, moving over time. It is therefore very important for leaders to adapt if they want to successfully manage and grow their companies, to monitor and analyse changes, and with an open mind to implement new practices when required. It's easy to get stuck in the past or to cross something out, declaring it wrong or ineffective, simply because we don't know how to deal with it. It's time to bury the tomahawk in the debate about whether remote work, hybrid work, or working from a physical space is best. It would be more meaningful to understand each type of activity in depth, make choices about which fits an organization, and make an effort to change the environment and culture to make those choices work. 

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Photographer: Margarit Ralev