For half of Polish employees, surveyed by Randstad as part of the Employer Brand Research report, a good atmosphere in the workplace is a key factor determining employment in a given company. These are data of such importance to the company that, according to the same report, employers with a bad reputation incur 10% higher employment costs [1]. And although we are talking about data from before the pandemic, the need to ensure a friendly atmosphere for employees remains equally relevant at a time when we are returning to business normality. In fact, even more so, because the generations for whom well-being at work is particularly important — are just beginning to dominate the market.

Improving the atmosphere often requires the reintegration of employees who, over the years of work in unusual conditions - often completely remote - do not feel connected to either the team or the organizational culture of the company.

It's hard to blame the managers. pandemic times were characterized by high dynamics of change and practically made it impossible to create management strategies. In addition, in itself managing a distributed team — even in calmer conditions — es un algo muy difficile.

Even so, ensuring that returning to the offices or still dispersed teams an adequate level of satisfaction with the atmosphere at work is possible as much as possible. So, after years of functioning as — to a large extent — avatars of the digital world, how can employees feel like a cohesive team again? How to integrate them in today's hybrid reality? We suggest.

Let's take a look 6 key areas of this issue:

1. Communication.
2. Routines and rituals.
3. Common goals.
4. Rivalry.
5. Entertainment.
6. Space.

The first “victim” of the dispersal of teams during the pandemic. And at the same time one of the most important factors affecting integration or disintegration. According to Elżbieta Robak from the Faculty of Management at the Częstochowa University of Technology — the lack of good, open communication between employees (understatements, gossip) destroys team relationships and prevents effective integration [2].

In the case of a hybrid model it is worth making sure that information continues to appear in online channels (emails to teams, instant messaging, intranet statuses), but were strongly supported by meetings while working in the office. This will also facilitate another key issue: receiving feedback, a frank conversation with employees face to face.

Remember: in the case of non-verbal communication, it is easy to overinterpret and misunderstand [3]. Therefore, regularly meet with live employees, taking advantage of their availability in the office.

Daily conversations at the coffee machine, pre-Christmas events, but also morning online statuses and celebrating successes on the intranet: all these are “little things” that, when put together, have enormous power to integrate employees with each other and the company. As you can see, “new secular traditions” can appear in both online and stationary work. It is worth making sure that their proportions are even. This means, among other things, that we do not “neglect” remote days — then we also practice constant rituals, such as mentioned statuses or summaries of the day.

An interesting solution in the question of creating rituals can be, for example, joint team photos [4], helping to remember and recall especially important moments for the team. Everything that builds a kind of “own tradition” of the company and the teams will also serve integration. These types of photos can also connect the offline and online world, if we post them, for example, on the intranet after a joint event.

Chaos disintegrates, so it is worthwhile to establish concrete and well-thought-out rules, even if we later act flexibly. In the initial phase of “returning to the offices”, people should especially strongly feel that management is in control of the situation.

According to a researcher from the Częstochowa University of Technology shared ethical values and moral norms bring employees closer together and set positive behavior patterns [2].

A good solution in the process of integrating teams can be joint activities of a charitable or pro-social nature. Organizing collections for animal shelters or trips to joint forest planting — these are examples of modern integration tools. They not only represent (in the case of trips) some form of entertainment, but also unite the team around a single goal.

Common goals can also be related to broadening horizons and spreading knowledge. You can put in the hands of your employees, for example, expert training and consultations with specialists, available through MultiLife. They will be able to exchange comments about them or discuss the effects they have had on them. Their personal development can also have a positive impact on their relationships.

Remember that until 43% of employees pass relaxation courses and workshops (type Mindfulness) to extremely desirable benefits, almost 40% rate it this way psychological consultations provided by the company a 30% consultation with a nutritionist [5].

All these services help to organize thoughts and learn to indicate what we care about the most at a given time. Once we recognize our goals, it is also easier for us to identify others who share them and work together more effectively to achieve them.

It's kind of a paradox, but contests, challenging each other and team competition in perspective bring teams together. This is especially evident in sports. Anyway, as the Benefit Systems report from 2022 proves, until 30% of employees say that supporting company teams (team sports, relay races) is an extremely desirable activity of the employer.

Team matches and competitive challenges can be conducted in a hybrid way, for example by organizing live training sessions, but already online summaries of results. It is worth supporting the good condition of employees — in addition to MultiSport cards, you can provide them with, for example, a platform with online training. A good example is here Yes2Move offered in MultiLife packages. As part of this benefit, employees can also take advantage of the advice of a personal trainer.

Nowadays, there are no longer any contraindications to the return of trips and integration meetings. In the case of distributed teams, this is especially important. If we implement an individual or variable/rotational model — such A multi-day event, combined for example with competition and education, can be for many people the only opportunity to meet colleagues live.

However, what is important — it is worth first listening to the needs of the team and adapting the integration formula to them. It is good, for example, to leave a “window” for teams contacting customers [4], so that a few days of departure does not cause frustration after returning.

Integrating return-to-office teams requires Take a fresh look at the office space. Colliers suggests special team rooms allowing team work on the project, but also so-called focus rooms, i.e. rooms for 1:1 meetings [6]. Organize Relaxation space or shared meals is also noteworthy.

It is also worth remembering Smart Planning of Stationary Days — the right number of conference rooms or team/focus rooms will make the integration run efficiently. Remote work days can then be devoted to individual focused work, and the office can be used for brainstorming, meetings and training.

Regardless of the model, hybrid work remains a challenge for companies. However, it is worth taking them as soon as possible. There are many indications that such a formula will stay with us for a long time. And rightly so — it allows you to combine the efficiency of a home office with the advantages of a stationary model, use new technologies and save office space, which at the same time becomes more friendly and adapted to the needs of employees.

An integrated team works decisively to the benefit of the company. Any action taken in the aforementioned areas will therefore have a percentage, both for individuals and for the organization as a whole.

Bibliography:

1. situ https://www.randstad.pl/s3fs-media/pl/public/2021-05/2019-raport-randstad-employer-brand-research-raport-krajowy.pdf.
2. situ https://www.sbc.org.pl/Content/359248/robak.pdf.
3. situ https://kadry.infor.pl/kadry/hrm/komunikacja/4689126,Hybrydowy-model-pracy-3-podstawowe-rodzaje.html.
4. situ https://nooffice.org/pl/reunion/#jak-zorganizowa%C4%87-udane-spotkanie-integracyjne--porady-i-wskaz%C3%B3wki.
5. Benefit Systems report “Tired, indifferent, unengaged. Post-pandemic employee needs” 2022.
6. situ https://www.colliers.com/pl-pl/news/praca-hybrydowa-w-nowej-rzeczywistosci.