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As offices reopen as Covid-19 restrictions are gradually lifted, many leaders are facing difficult conversations about how to optimally bring their workforce back into the office.
During the Covid-19 pandemic, millions of Australian companies have switched to remote and digital working. But with many employees looking to retain the flexibility they’ve gained during this period, returning to pre-coronavirus office life will come with a number of considerations and complex decisions for employers.
The majority of Australians are opposed to a return to the five-day working week, with a hybrid – a mix of home and office work – the most preferred option, according to a study released last week by the NAB.
When asked about their ideal future work situation, the 2,000 Australians surveyed told NAB researchers that they ideally want to spend 56 per cent of their working time in the workplace and 44 per cent at home.
It is clear that leaders will need to adapt to the changing expectations of employees and will need to manage the transition carefully. Meanwhile, discussions can become more complex when layering safety compliance issues such as mandatory Covid-19 vaccinations, said Liz Ralph, education manager at Lysander Consulting.
Ralph, who advised managers on how best to approach the situation, said: “It really helps to take a neuroscience approach to interview planning. She said leaders initially need to “take the time to listen and understand the ideas of employees and, above all, ensure that discussions do not escalate.”
As with any complex organizational change, people at the individual level need to be guided (and emotionally) through the change process. “The first interview is about listening and what we would call an inquiry rather than an advocacy approach. Instead of entering the conversation to persuade for influence, it should be all about listening and understanding.”
“When leaders do this successfully, they build connections. This then opens the way for a more collaborative approach from both sides.”
But more conversations will probably be needed, Ralph added. “The second conversation usually focuses on solving bottlenecks, while the third discussion could be about making concrete deals.”
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