Agile working is here to stay thanks to the pandemic-accelerated shift in the way we live and earn. It has opened doors for many people, and others extol the benefits of a healthier work-life balance.

But are we, in fact, in danger of losing sight of the bigger picture and prioritising individual needs over broader concerns? Are we forgetting the need for a generosity of spirit to the detriment of internal business culture and productivity?

There’s no doubt flexibility has big plus points. Think about the parents of school-age kids, or people with neuro-diverse and additional physical needs who may only be able to work if they can find more accommodating jobs. Traditionally, many will have had to accept low-paid roles or been unable to join the workforce at all. The new hybrid precedents will hopefully change much of that.

Which is a good thing. No one sensible is suggesting that it should all go back to how it was pre-March 2020.

For lots of us, remote working comes with a host of benefits – less commuting time, more autonomy, greater flexibility, better work-life balance. But it’s not that easy for everyone, and perhaps we need to remind ourselves to consider the other side of the coin; to avoid the trap of being a bit self-centred and remember there are other people in the (real or virtual) room. Here are a few of the issues we shouldn’t skim over because we’re excited about our brave new world.

Integrating new-starters

Those of us who have been working for several years will probably remember our early days, when more senior members of the team took time to show us the ropes, to offer advice and steer us along the right path. Maybe they bought us a pint at the end of the first week and told us we were doing fine.

According to research analyst Brand Hall Group, great onboarding can improve employee retention by 82% and productivity by 70%. With talent scarcity and high turnover ranking among the biggest challenges facing businesses today, getting the introductions right has never been more important. Consider that analytics firm Gallup found that 12% of the employees it surveyed think their companies are good onboarders – which means 88% don’t.

For some, WFO (working from the office) in the early days, and encouraging other team members to do the same, even in the short term, will be the answer. For others, it’ll be about providing as much information as possible, and making team leaders accessible via various communication tools.

What’s crucial is onboarders feel like they work for someone, not anyone. If they don’t, what’s to stop them simply moving on? We have to reinvent the way we communicate internally; the way we share information and interact.

Supporting managers in inspiring teams

How do you enable workers to grow and conquer, while aligning their career goals with your business plans and the skills gaps you’re hoping to fill?

If your employees feel included in the company culture, and can clearly see progression opportunities, they’re more likely to stay. Encouraging managers to engage in a forward-focused approach and to develop a solid communication plan will go a long way to persuading employees that your business has a ‘full talent lifecycle’ mindset.

Strengthening culture in a hybrid world

As legendary management consultant and writer Peter Drucker once said: ‘Culture eats strategy for breakfast.’ No matter your plans, the culture of a place will always overcome the best intentions of those at the head of the business. But we have to accept, company culture is going to be forged in a different way now.

IBM provides a good example. It supported its culture of inclusion with a ‘Work from Home Pledge’ that sets out how employees should support each other while working remotely, being sensitive to the need for family and leisure time, and staying socially connected virtually. It can be done. It just requires a shift in thought pattern.

Shifting old-school thinking

At the moment, the media are full of inflammatory stories about companies mandating a return to office life, and high-profile captains of industry calling homeworkers ‘lazy gits’. A more productive approach would surely be to make any kind of a return not feel like a compulsory burden.

If it’s appropriate for the business and employee, isn’t a day in the office an opportunity to collaborate, socialise, learn, consult with people in positions of power?

As we march towards 2023 and look back over the past couple of years, it’s important to remember we’re on a journey – and our internal communications strategies need to catch up. It’s about generosity of thought, accommodating modern employee expectations – and not being threatened by change.

Ben Watson is Founder and MD of internal communications agency Blue Goose