Hybrid Work Hurdles to Overcome要克服的混合办公障碍

As the Great Resignation continues， managers attempting to hold on to top talent are confronting more and more difficulties. In a survey of 200 managers， almost half called “retention and hiring” their No. 1 priority.

随着“大辞职潮”的持续，试图留住顶尖人才的经理们面临越来越多的困难。在针对200位经理的调查中，几乎有一半的人称“留旧招新”是他们的第一要务。

But ensuring that employees are motivated， engaged， and excited about internal growth opportunities has also become harder. Less in-person time makes it more difficult for managers to understand how team members are feeling and what specific support they need. In fact， I’ve had many managers tell me that they feel as if they’re leading without one of their senses.

然而，确保员工的积极性、参与度和对内部发展机会的兴奋度也变得愈加困难。当面交流时间的减少使得经理们更难了解团队成员的感受，以及他们需要什么具体的帮助。事实上，有很多经理告诉我，他们觉得自己好像在麻木地领导队伍。

But as the research shows， there are intentional steps managers can take to have a big impact on morale and retention. And they don’t require time-consuming， cumbersome1 top-down policy changes. Here are seven common hybrid2 hurdles， and tactical tips for how to overcome them.

研究表明，经理们可以有意识地采取一些措施，从而大大提升士气，有效留住人才。这类措施不需要耗时的、繁琐的、自上而下式的政策变革。以下是七个常见的混合办公障碍，以及如何克服它们的策略技巧。

Expecting to nail3 it from the start

指望从一开始就搞定

As a manager， you might feel pressure to have all the answers， all the time. But for most teams， hybrid is a new way of working， which means it will take a while for everyone to get the hang of things4. And that’s okay.

作为经理，你可能倍感压力，因为你要始终掌握所有问题的答案。但对于大多数团队来说，混合办公是一种新的工作方式，这意味着每个人都需要一段时间才能掌握个中窍门。这是可以接受的。

Instead of positioning new team norms or processes as set in stone5， frame hybrid work as an experiment. Then set aside 15 minutes in a team meeting once a month to ask your reports6， “What’s working well？ What could we improve？” By seizing opportunities to learn and improve as a team， you’ll build a culture of trust and belonging. You’ll also boost employee engagement： People who believe their organization takes action on feedback are 1.9 times more likely to be engaged.

与其将新的团队规范或流程定得一板一眼，不如将混合办公作为一项试验。在每月一次的团队会议上你可以留出15分钟的时间，询问下属：“哪方面进行得还不错？我们还可以改进什么？”通过把握团队学习和进步的机会，你将建立一种信任度高、归属感强的氛围。你还能提高员工的参与度：相信自己的组织会对反馈意见采取行动的人，其投入工作的可能性会变为1.9倍。

Micromanaging

微观管理

When you can’t see your people working at their desks， it might be tempting to keep checking in on them. But micromanaging tanks motivation and can be disruptive when someone is trying to focus.

当你看不到你的员工在办公桌前工作时，你可能老想着去检查一下他们的情况。但微观管理会挫伤积极性，还可能妨碍试图集中注意力的人。

To strike the right balance between offering too much and too little direction， clearly outline the milestones you’d like your employees to hit and let them figure out how to get there. Make yourself available—in one-on-ones， team meetings， or during office hours—to answer questions， but then step back. If you give your people freedom， you’ll boost performance and morale—and you might be surprised by the innovative approaches they come up with.

为了在提供过多和过少指导之间取得适当的平衡，你要明确列出你希望员工达到的主要目标，并让他们自己想办法实现。让自己在一对一对谈、团队会议或上班时间内有富余的时间回答问题，但随后要后退一步。如果你给予员工自由，你就能提升业绩和士气，而且你可能会对他们想出的创新方法感到惊讶。

Letting the team lose sight of the bigger picture

让团队忽视大局

It’s easy to focus solely on execution （think to-do lists and next steps） when you’re hopping from one video call to the next. But as my research for Humu shows， employees who don’t think their work contributes to their company’s mission are six times more likely to leave.

当你从一个视频通话跳转到下一个视频通话时，你很容易只专注于执行（想想待办事项列表和后续流程）。但正如我为人力咨询公司Humu做的研究表明，认为自己的工作对公司使命没有贡献的员工，其离职的可能性要高达六倍。

Make it a point to connect tasks and projects to the bigger picture. You can also create an inspiring mini-mission for your team. Pick a goal that’s ambitious but achievable （such as “build a new product feature within three months” or “increase web traffic by 40% over the next quarter”）， share it with your team， and then make it clear how each person’s work will help the group get there.

要特别注意把任务和项目与大局联系起来。你也可以为你的团队设立一个鼓舞人心的小任务。选择一个雄心勃勃但可以实现的目标（譬如 “在三个月内为产品开发出一个新功能 ”或 “在下一季度增加40%的网络流量”），将它与你的团队分享，然后明确每个人的工作将如何帮助团队实现目标。

Holding an “out of sight， out of mind” bias

持有“眼不见就想不到”的偏见

We tend to gravitate7 toward the people we see most often. If you’re going into the office， this can lead you to measure and reward access rather than performance. Pre-pandemic research by the Massachusetts Institute of Technology shows that remote workers tend to get lower performance evaluations and fewer promotions than their colleagues who are in the office.

我们往往受自己最常见到的人吸引。如果你要去办公室办公，这可能会导致你衡量和奖励到岗率而不是绩效。麻省理工学院在疫情前的研究表明，与在办公室办公的同事相比，远程办公人员的绩效评估成绩和晋升次数往往较低。

To combat this bias， don’t just go with the first person who pops into your mind. When evaluating who you should delegate to， write down every single person on your team. Carefully review the list， and then make a more informed， intentional decision.

为了对抗这种偏见，不要只选择第一个浮现在你脑海中的人。在评估应该委派谁时，请写下团队中每个人的名字。仔细研究这份名单，然后做出一个更明智、更深思熟虑的决定。