How do you balance the needs of remote and hybrid teams in organizational development?

As positive as remote and hybrid work arrangements are, the arrangements may also affect equity in advancement. I have seen that those who are physically present and often just by happenstance, are in a better position to work on new matters. They find themselves in social and work environments that further career development. It is an issue that law firms, in particular are mindful of and are focused on to remedy. The reality is that an in-person interaction lends itself to building trust and stronger relationships.

This is true, but equally a challenge that can be overcome if organizations are willing to explore new ways of creating engagement, building trust, foster culture and collaboration across the distance. Great insights came from the pioneers of remote work on what they have learned, including Basecamp, Aha, Aible, Doist, GitLab, Buffer, Zapier, etc. For example, there is the often lamented absence of the watercooler. The unfounded argument is that innovation and culture cannot happen without these artifacts. Remote-first firms have proven otherwise. It requires intentionality to create serendipitous moments or rethink our approaches. I'd even argue that most office behaviors were grossly ineffective and will benefit from an upgrade.

So much communication these days is done via text and email. It is often difficult to detect the tone and as a result, things often get lost in translation. Add the complexity to team dynamics with a remote staff and you do need to come up with some solutions. Schedule fun get together a where you treat everyone to a nice meal, have weekly calls so your talking regularly and being held accountable with some structure. Although I personally feel the benefits of a work from home position outweigh the negative, it is important to be mindful of them and set up systems that address these shortcomings.

My research and direct experience with alternative work arrangements is that employers must offer flexibility and control to workers to maximize their productivity and satisfaction with the role. Whether all in-person, remote, or hybrid, people have different needs that help them work best. Allowing for some control over when/how/where one works is optimal. To help the employer have predictability to meet business needs, ask employees to make their choices in advance, with clear boundaries around their commitment to meet business needs and team needs. Technology and better meeting hosting skills can help with this, as well. Offer training on how to manage async collaboration.

In my highly successful experience and continuing education as a Senior Business and People leader, OD is dynamic and constant. Although OD interventions are necessary, OD practices in action are more critical to long-term success. Don’t wait until you need a OD intervention. We should be consistently analyzing and developing our structures, processes, people, leaders, teams, strategies, technologies, policies, practices, and change process. I have found applying Prosci ADKAR Change Management process to every aspect of Leadership, allowed me to stay ahead of curves and waves from our ever evolving Organizational Developments. Establishing employee advisory teams can help prevent OD interventions. Lead by example and confidence.

Developing and maximizing the potential of team members may require different philosophy and sphere of influence. One area that I feel has helped contribute in the post-pandemic workplace is the concept of virtual huddles -- short team member-based meetings that may occur even daily just to connect with members of the team. Strategies include but not limited to group contributions to a virtual viz board or project management dashboard that helps everyone stay focused and aware of upcoming targets. Developing the skill is not for everyone. Each may have to develop a sense of creativity and entertainment because the venue is broadcasted as opposed to theatrically delivered in a conference room. The biggest challenge is staying motivated.

Core competencies of a research based OD Practitioner include operationalizing research findings into organizations. How relevant is your organization?

To effectively support remote and hybrid teams, it is crucial to conduct an organizational capacity assessment or training needs assessment based on the specific objectives to be achieved, before deploying any organizational development interventions. This assessment will help identify the specific needs of remote and hybrid teams in terms of organizational development and create plans to address these needs systematically. By doing so, resources can be allocated more effectively.

We cannot overstate the importance of consultation skill in OD. Partnering with business leaders to understand the team dynamics fully and flush out the goals that must be achieved are crucial. To do this well, relationships and influence are needed.

Adding the "situational designer/developer" skill to OD competencies is crucial for OD experts aiming to make a difference. This skill distinguishes professionals in crafting impactful solutions, acknowledging that one size doesn't fit all. OD practitioners must tailor interventions to align with unique company features, such as culture, industry, leadership maturity, and intellectual capability. However, mastering this skill isn't as simple as it sounds; it requires deep conceptual thinking and reasoning abilities. The "situational designer/developer" skill is vital for navigating the complexities of diverse organizational contexts, indicating an OD expert's capacity for positive change.

Through my experience as a leader, emerging OD trends like digital transformation, diversity, equity & inclusion, and sustainability are redefining organizational landscapes. Digital transformation is not just about tech; it's about enhancing efficiency and experience, a nod to the "Make It Easy For Me" design principle. DEI isn't a checkbox; it mirrors the "Know Me" and "Value Me" ethos, demanding we appreciate every individual's unique perspective. Sustainability reflects a longer-term vision, an investment in future 'users'—our planet and coming generations. These trends challenge us to adopt new skills and mindsets, turning the workplace into a dynamic ecosystem ripe for innovation. Remember, change is hard for most, so be careful!

AI seems unassuming, not fully realizing its significant impact on OD, especially considering the article was created by itself :) Let's include GenAI in OD trends alongside Digital Transformation, DEI, and sustainability. OD experts have a great opportunity to enhance their organization's efficiency with the help of AI. Undoubtedly, there's not a direct relationship between OD experts and AI tools; the role of OD should be that of an orchestrator, providing a smooth governance model for an organization. It's important not to forget that it's not just prompt engineers maximizing the utilization of GenAI; employees who know their work best and adopt GenAI for reshaping or improving their processes will be the real game-changers.

We have to remember that whether we are a remote, hybrid, or in person workplace, how we approach organizational development should be the same. It means we must develop learning solutions with all different modalities but we must support and communicate with one another often.

In the ever-evolving landscape, marked by uncertainty and complexity, the pivotal role of OD experts is shifting towards being both facilitators and conveyors within organizations. As employees grapple with the ongoing challenge of learning and adapting to new developments, the future direction of OD lies in its ability to adeptly convey information, ensuring comprehensive understanding, and serving as facilitators for seamless adoption throughout the organization.