COVID-19Treasury Management

Hot Desks, Hybrids and Introverts: Managing Post-Pandemic Work 

By June 24, 2021June 29th, 2021No Comments

Takeaways on talent management as 100% remote work gives way to hybrid models and new hiring challenges.

The transition from completely remote work to whatever comes next—back to the office, work at home, a bit of both—is in full swing across companies in the NeuGroup Network. The topic is generating lots of interest at meetings as finance teams plot a course for post-pandemic work that will in many cases be unlike what work life resembled pre-pandemic.

NeuGroup founder and CEO Joseph Neu recently moderated a pair of meetings that covered details of the transition and the larger issue of talent management. Here are some of his takeaways.

  • Introverts vs. extroverts. The former will want to keep working from home and the extroverts may be enticed back in to the office because they miss the social interaction. Consider how this plays out in your current team and roles, and factor it in as you onboard new hires.
  • Hoteling and hot desking. This approach to creating a more flexible workplace—one involves reserving desk space in advance, the other doesn’t—is in vogue now. That means many employees will be returning to an office landscape that’s unfamiliar. Be ready for that. Not all members are sold on this solution working or lasting.
  • Meet outside the office. Since hoteling and hot desking may change the dynamics of the office and present booking and scheduling complications, don’t be afraid to continue meeting with people outside of the office.
  • Over-engage. A few members who switched companies recently noted that their remote or hybrid onboarding was heavily facilitated—far more than for the typical new finance hire. This prompted the thought to over-engage with new hires for the treasury team in a similar way.
    • The same may be said for existing team members. One member indicated employee surveys suggest that people appreciate check-ins; so weigh that carefully against the fear that you, the boss, are intruding.
  • Virtual still works. Most members agree that banker meetings work well virtually and should continue to be remote more often than not. Take an inventory of other meeting types that continue to work well virtually post-pandemic.
  • Skill gaps and how to fill them. Soft skills especially, like how to present to senior management and appear before the board, are harder to acquire remotely. So members are concerned about gaps in development that may take more time to fill. Proactive steps should be taken to mitigate them accordingly.
  • Policy uncertainty. You simply don’t know where people are until you tell them they have to come back. Members noted that once companies make a definitive return-to-office announcement, they will not know how many of their employees have moved away from the ring-fencing zone for work from the office mandates, no matter how many days a week that is. Therefore, policies, as announced, may change if key talent says no.

Talent management: Insights from a NeuGroup partner:

  • The fight for talent means supporting employees to reach their full potential whether they are hybrid primarily at home, primarily in the office or fully remote.
  • To stay agile, establish guardrails, but allow team leaders both in business development and operations to create the plan that works best for their teams.
  • Integrate key corporate attributes and the “company way” with employee engagement, training and development.
    • It starts with a well-thought-out onboarding process with tangible waypoints and extends into learning management with a company “academy.”
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Justin Jones

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