Dr. Gleb Tsipursky – The Office Whisperer
Nirit Cohen – WorkFutures
Angela Howard – Culture Expert
Drew Jones – Design & Innovation
Jonathan Price – CRE & Flex Expert
- Thermo Fisher Scientific returned to site-based work post-pandemic, emphasizing the trust, collaboration, and nuanced communication that physical proximity fosters, while maintaining flexibility.
- Genesee Health System’s hybrid work model enhances employee satisfaction, productivity, and recruitment by offering work environment flexibility tailored to individual needs.
- Brondell adopted a compassionate flexibility model, emphasizing personalized work setups and authentic emotional expression, fostering a supportive and empathetic work culture.
Companies that are getting on board with the highly sought-after hybrid work model are realizing that it’s really the answer to ensuring worker productivity. My recent conversations with Lisa Britt, SVP and CHRO, Thermo Fisher Scientific, Nicole Williams, CHRO, Genesee Health System, and Stoja Djakovic, CHRO, Brondell, have demonstrated just how impactful this model really can be.
Each of these leaders provided a unique perspective on hybrid and remote work, which will hopefully shape a more nuanced understanding of this complex issue.
The Case for Onsite Collaboration: Thermo Fisher’s Approach
As one the largest life sciences companies, Thermo Fisher, as well as their customers and colleagues, have reaped the benefits of site-based work paired with appropriate flexibility for much of the company’s history.
But like many organizations, it pivoted to a greater concentration of remote and hybrid work during the pandemic to ensure it could support societal demand for their lifesaving products and services while also keeping employees safe. After shifting to an endemic state, Thermo Fisher has returned to their site-based approach while continuing to balance the flexibility needed to support colleagues.
“To successfully fulfill our mission, we believe we need the trust, collaboration and speed that is created when teams primarily work together onsite,” Lisa Britt, SVP and CHRO at Thermo Fisher Scientific said.
“Physical proximity is truly a forced multiplier, creating the ability to rapidly converge on opportunities or solve complex problems,” she explained. “There is an organic nature to high-performing teams — one where day-to-day interactions, innovation, colleague development and leadership are not part of your Outlook calendar.”
Proximity also allows for nuanced communication: the non-verbal cues, the quick and informal check-ins, all of which enable greater belonging, inclusion and mutually-beneficial outcomes. Britt credits the sum of those benefits to the overall agility that has helped the company to achieve its current industry leadership position.
“Every year we add thousands of colleagues to our global workforce. New colleagues, especially, need to be surrounded by teams dedicated to their successful onboarding and to help them quickly operate at their highest potential,” said Britt.
While it is certainly important to maintain flexibility that helps colleagues navigate the challenges of work and life, it is also imperative that companies determine the approach that best enables their collective future. For Thermo Fisher, this means critically evaluating which roles have a team or leadership requirement for optimal performance and which do not, thus can be equally effective regardless of proximity.
Ultimately, there is no “one-size-fits-all,” and every company should carefully evaluate and implement the approach that is best for them, and communicate that context clearly.
Embracing Hybrid Flexibility: Genesee Health System’s Strategy
Nicole Williams, at the helm of Genesee Health System’s human resources, champions a hybrid work model that has become a cornerstone of their organizational strategy. This model is designed to embrace the diversity of employee needs, recognizing that a general approach to work is no longer viable in the contemporary work environment.
By allowing employees to toggle between remote and onsite work, Genesee Health System has created a flexible work culture that respects individual preferences and lifestyles.
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One of the most significant outcomes of this hybrid model is a notable increase in employee satisfaction. This uptick is attributed to the autonomy and control employees have over their work environment and schedule.
The ability to work remotely means less time spent commuting, more time for personal and family commitments, and greater control over the work environment. These factors collectively contribute to a more content and motivated workforce.
Flexibility is the new cornerstone of work-life balance in Genesee Health System’s approach. Employees can juggle professional responsibilities with personal obligations more efficiently, leading to less stress and improved overall well-being. This flexibility also extends to working hours, acknowledging that peak productivity times can vary greatly among individuals.
This flexibility also extends to working hours, acknowledging that peak productivity times can vary greatly among individuals.
The hybrid model has also been associated with enhanced multitasking capabilities and overall productivity. Employees report being able to get more done in less time, thanks to the elimination of common office distractions and the ability to create a personalized work environment that best suits their productivity style. This has led to a more efficient workflow and a reduction in the time wasted on non-essential tasks.
Genesee Health System’s adoption of the hybrid model has not only increased satisfaction among current employees but has also positively influenced their recruitment efforts.
Prospective employees are increasingly seeking workplaces that offer flexibility and a better work-life balance, making Genesee an attractive employer. This has allowed them to tap into a wider talent pool.
While the hybrid model presents numerous benefits, it also comes with its own set of challenges, such as ensuring consistent communication and maintaining a cohesive team culture. Genesee Health System is continually refining its approach to address these challenges, ensuring that the benefits of the hybrid model are maximized while minimizing potential downsides.
The hybrid work model at Genesee Health System reflects a modern approach to work that prioritizes employee well-being and efficiency. This model has proven effective in enhancing employee satisfaction, promoting work-life balance, and fostering a culture of flexibility and productivity.
A Compassionate Flexibility Model: Brondell’s Perspective
Under Stoja Djakovic’s guidance, Brondell has implemented a work model that places a premium on genuine care for employees, transcending the traditional corporate framework.
This model is not just about offering flexibility; it’s about embedding empathy and understanding into the very fabric of the organization’s culture. Djakovic emphasizes the importance of recognizing employees as whole individuals, each with unique circumstances and needs that extend beyond the professional sphere.
This model is not just about offering flexibility; it’s about embedding empathy and understanding into the very fabric of the organization’s culture.
Brondell’s approach goes beyond just allowing remote or flexible hours; it delves into creating customized work environments for each employee. This personalization can mean different things for different staff members — from providing ergonomic home office setups to accommodating those who need to run errands during traditional working hours.
This level of customization acknowledges that productivity is not a one-stop proposition and that employees perform best when their individual work styles and life circumstances are considered.
An integral aspect of Brondell’s work culture, as highlighted by Djakovic, is the shift away from toxic positivity (the idea that one should maintain a positive mindset regardless of the situation).
Instead, Brondell fosters an environment where employees can express genuine emotions and face challenges without the pressure to put on a falsely cheerful front. This realistic approach acknowledges the complexities of life, especially in challenging times, and supports staff in dealing with them in healthy, authentic ways.
At Brondell, the focus is on supporting employees in integrating their work and personal lives in a way that minimizes stress and maximizes satisfaction. This support can manifest in various forms, such as flexible scheduling that accommodates family commitments, or understanding when unexpected personal issues arise.
By acknowledging and supporting these aspects of employees’ lives, Brondell fosters a culture where staff feel valued not just as workers, but as people.
Djakovic emphasizes that empathy starts at the top. Leadership at Brondell is expected to model this empathetic approach, setting the tone for the entire organization. This includes being open to feedback, recognizing the individual challenges employees face, and encouraging a supportive team environment. Leaders are trained to be attuned to their team members’ well-being, understanding that caring for employees extends beyond mere job performance.
Brondell’s model also involves creating a community where employees feel comfortable seeking help and offering support to each other. This community extends beyond professional support to include personal and emotional aspects, fostering a sense of belonging and mutual care.
Brondell’s compassionate flexibility model represents a progressive approach to work culture. It’s an approach that values employees as individuals with diverse needs and challenges, promoting a work environment rooted in empathy, understanding, and genuine care.
This model not only benefits employees in terms of work-life balance and well-being but also contributes to a more cohesive, supportive, and productive work environment.
Challenges and Integrated Solutions
In addressing the unique challenges posed by their respective work models, Thermo Fisher Scientific, Genesee Health System, and Brondell each implement tailored strategies.
Thermo Fisher faces the challenge of balancing employee desires and public perception that remote or hybrid is always the best solution for all companies. They are addressing these challenges via visible leadership throughout the organization, demonstrating their support for needed flexibility and reinforcing their mission-driven culture.
Genesee Health navigates the complexities of a hybrid environment, balancing remote and onsite work while maintaining team cohesion and effective communication. This is managed through advanced IT solutions, regular virtual check-ins, and occasional in-person meetings.
Brondell, with its focus on employee wellness in a flexible work setting, counters potential isolation and disconnection by offering comprehensive wellness programs, virtual social events, and open communication channels for employee support.
Looking towards the future, these organizations envision varied yet unified models of work. Thermo Fisher anticipates continuing its emphasis on onsite collaboration, seeking ways to help all employees build rewarding careers while supporting work with a truly global impact. Genesee Health is likely to further refine its hybrid model, potentially employing advanced remote work technologies and strategies for inclusive participation of both remote and onsite employees. Brondell’s focus on compassionate flexibility suggests a deepening of personalized work setups and mental health support, coupled with an increase in remote work options, while maintaining a strong community sense.
Despite these varied visions, all three organizations are unified in their commitment to adapt and innovate in response to the changing work landscape, continuously seeking the optimal balance between organizational goals and employee well-being.
Conclusion
These diverse perspectives illustrate that there’s no single path in the future of work. Organizations are crafting unique strategies that align with their mission, culture, and the well-being of their employees.
This is not about choosing one model over another; it’s about finding a balance that serves the unique needs of each organization and its people.
Still, my clients who I help figure out their future of work models overwhelmingly find that the best approach to navigating this balance involves offering a flexible hybrid schedule — one that trusts employees to work as a team in figuring out when and how often to come to the office, and for what purpose.
