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Mindfully Transitioning Back Into the Office

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In a previous Talent Group blog post, we highlighted how the hybrid work model has become increasingly favored as opposed to older, more traditional work models. Now the time has come for many companies to institute the in-office portion of their hybrid work models as vaccination rates have increased and COVID-19 infection rates have decreased. Although the numbers have shown many employees now have a heavy preference for remote work, for some jobs the return to office was inevitable.

On the side of the employer, creating a strategy on how to announce the return to office plan is as important as the plan itself. Gartner recently released “3 sets of do’s and don’ts for communicating return-to-work plans” that serve as an effective cursor for any employer looking to bring the company back in office. Talent Group has discovered that our core values will inherently help us follow this set of guidelines.

#1: Start by communicating with employees.
– Don’t communicate with external audiences before communicating to employees.
– Do communicate policies externally so customers and potential employees understand your approach.

While all our core values are carried out with equal importance, transparency is the one debatably carried out with the most frequency. Between the constant stream of communication with either a client, a candidate, or internally, we strive to make sure everyone is on the same page with the same goals in mind. Accordingly, in a survey conducted by Gartner they found that 88% of employees found that “clear internal communications to set employee expectations” is the most important driver for creating a positive return to office experience. Exhibiting transparency will not only help companies in their return to office plan, but it will also build long-lasting and valuable relationships.

#2: Don’t make it personal.
– Don’t bring your bias into it.
– Do openly discuss the benefits and challenges of different working models and how the company considers those trade-offs in the context of the company’s identity.

Talent Group’s commitment applies to everyone internally and externally. We know our employees and understand how everyone’s work-life balances are different. This understanding is what makes our working model so dynamic, as Talent Group has provided an elastic yet interactive environment during the pandemic. We remain committed to creating a “win-win” solution for our employees, as well as anyone who has allowed Talent Group the privilege to provide them with our various business solutions.

#3: Evaluate policy before you speak.
– Don’t force rigidity for the sake of consistency.
– Do evaluate where it is possible to introduce flexibility into different types of roles.

Gartner assesses this as “rooted in a policy problem, rather than a messaging problem.” Trust is the foundation upon which all good business is built. If employees are uncomfortable or weary of their work environment it will inherently affect their productivity. Talent Group exudes passion in their work, but knowingly disregarding infrastructure issues would not allow its employees to be passionate about their work. We have constructed a versatile culture that earns the trust of the employees, knowing we always have their best interest at heart. This strategy has proven to be successful and radiates through the work we do.

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