Hybrid work requires a different approach to feedback in the modern feedback cycle

  Employers and employees are eager to adopt a more hybrid work model: a more flexible balance between working from home and in the office. A key consideration here is remote management. It’s also important to continue supporting employee development in a hybrid work environment. This requires a flexible, modern feedback cycle between managers and employees. In this context, 360-degree feedback is extremely valuable for employees who are working from home more and more often.

Hybrid work is here to stay

Hybrid work-or working independently of location and time-is becoming increasingly common. It is not new and existed even before the COVID-19 crisis. Due to this crisis, many people have started working more from home, in a home office, or at different times, and many employees and employers have actually found this to be a very positive experience. As a result, hybrid work is definitely here to stay, and many organizations are now structuring their work around this model. Moreover, thanks to digitalization, hybrid work will become possible for an increasing number of employees and employers in the future. Meanwhile, a growing number of studies show that working from home does not come at the expense of productivity (which often actually increases!) and that it has a positive impact on employees’ well-being and their work-life balance. Due to the benefits of the hybrid work model, about 80 percent of employees want a combination of remote and in-office work in the future, according to this Cisco study. Dutch employees, in particular, prefer to work from home one to two days a week. For this international study, 28,000 people from 27 countries were surveyed, including 1,000 from the Netherlands. More than half (52%) of Dutch employees believe that the quality of their work has improved, and 58% say their productivity has increased. According to 70 percent, hybrid work provides a better work-life balance.

Key Considerations

Nevertheless, there is still work to be done to fully capitalize on the opportunities of hybrid work. According to only one in five (19%) of the Dutch respondents in the survey, their employer is “very well prepared” for a future with hybrid work. Globally, that percentage is slightly higher (25%). Maintaining employee engagement is seen as a particularly important challenge. In particular, remote leadership and continuing to support the development of employees and managers are key areas of focus. And this is despite the fact that continuous learning and development are high on the priority list at many organizations. This makes a modern, customized review cycle with a smooth workflow all the more important for dialogue and development discussions between managers and employees. After all, these conversations must be increasingly flexible and tailored to individual needs.

360-Degree Feedback

Giving and receiving feedback also takes on a different form when people work (together) remotely. To organize this effectively, 360-degree feedback is extremely valuable. It can provide employees and managers with valuable feedback and help ensure that employees’ development goals continue to be realized, even when working remotely. It’s an accessible way to assess employee performance. In this process, performance is evaluated not only by the manager but also by multiple people with whom the employee interacts. These can include, for example, colleagues, suppliers, or customers. This way, people receive feedback from different perspectives, creating a more complete picture of their performance. Questionnaires for 360-degree feedback are available online, and users of hrmforce can access the 360-degree feedback questionnaire. Read this article to learn how this works in practice. An online personality test can also be very useful for enhancing hybrid work. One example is the Big Fifty (Big50) personality test, based on the most widely used (and researched) personality theory. After taking an online test that takes about twenty minutes, individuals will know much more about their competencies, and this also provides valuable insight into the opportunities and pitfalls employees may face in a hybrid work model.

The Best of Both Worlds

With the help of online tools, employers and employees can effectively set up the hybrid work environment. Currently, there are many discussions about how to implement this. Working both in the office and at home can each have advantages that can be leveraged in a hybrid model. Many employees are more productive at home; they no longer have to commute and can more easily balance work and personal life. At the same time, being physically present at work on a regular basis also has its advantages. You interact with colleagues more often and more easily, and it’s simpler to come together as a team. A meeting via Teams is, after all, different from being together in person at the office. This creates a clearer distinction between work and home, which can sometimes be beneficial. Employers also see additional benefits. It aligns with a greater focus on attracting talent, saves costs (less office space!), reduces traffic congestion, and supports corporate social responsibility.

Government Policy

Meanwhile, the government is also working on an “Agenda for the Future of Hybrid Work.” This agenda outlines the developments and factors needed to achieve a good hybrid balance. A key building block is the recent SER advisory report on hybrid work in the future, which was prepared at the government’s request. In it, the SER (Social and Economic Council) recommends giving employees sufficient say to take advantage of the opportunities offered by hybrid work. In addition, employers must have sufficient flexibility to tailor hybrid work arrangements to individual needs. This way, everyone can take advantage of the opportunities that hybrid work offers, according to the SER.

Risks and Coordination

In addition to the benefits, hybrid work can also have drawbacks. As the boundaries between work and private life blur, employees run the risk of burnout and health issues. Social cohesion within an organization can also be jeopardized if too many employees work remotely for extended periods. “Managing, consulting, and brainstorming become more complicated. Work is also a social process, and ideas often arise through interaction,” explains Professor of Labor Law Femke Laagland, who is also a government representative on the SER. The SER therefore recommends that employers and employees consult together on the possibilities for remote work, in a way that suits the organization. It is also possible to establish collective agreements: at the sector level, in collective bargaining agreements, or at the company level with the works council or employee representatives. Laagland: “These shouldn’t be detailed agreements, but rather a general framework that managers and teams can use as a starting point. Consider, for example, a guideline specifying a minimum number of days per week that people are in the office. Or a framework outlining factors that are important when assessing whether working from home is feasible. The exact details will then depend on the specific roles within the teams and their work processes.”

Clear Agreements

At the moment, many employers-and employees as well-are still feeling their way when it comes to hybrid work. Helen Pluut, a researcher in Organizational Behavior at Leiden University, has also observed this. She has been conducting research on flexible work and work-life balance for a long time. “Hybrid work has major advantages, but it does need to be managed properly. By implementing clear policies and establishing agreements on the minimum amount of time you must spend in the office, you lay a foundation that can then be adapted flexibly. Do this at the lower levels of the organization, discuss it openly, and address it as a team,” advises Pluut. According to the researcher, a healthy corporate culture also has a major impact on the success of the hybrid work environment. Leadership by example and support from managers are essential in this regard. “If you feel that you can’t advance your career unless you’re constantly available, policy will remain nothing more than words on paper. Managers really play a crucial role here. Their attitude and behavior determine how work is done and to what extent people feel free to work from home occasionally. I would also like to advocate for making work-life balance a standard topic of discussion during performance reviews. Key questions to ask include: Is what you’re doing sustainable? Can you keep this up? Not everything is measurable, but you can make it part of the culture.”