Hybrid Work Hurdles to Overcome要克服的混合辦公障礙

利茲·福斯利恩　陳棟/譯

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.

隨著“大辭職潮”的持續，試圖留住頂尖人才的經理們面臨越來越多的困難。在針對200位經理的調查中，幾乎有一半的人稱“留舊招新”是他們的第一要務。

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， Ive had many managers tell me that they feel as if theyre leading without one of their senses.

然而，確保員工的積極性、參與度和對內部發展機會的興奮度也變得愈加困難。當面交流時間的減少使得經理們更難了解團隊成員的感受，以及他們需要什么具體的幫助。事實上，有很多經理告訴我，他們覺得自己好像在麻木地領導隊伍。

But as the research shows， there are intentional steps managers can take to have a big impact on morale and retention. And they dont 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，經理們可以有意識地采取一些措施，從而大大提升士氣，有效留住人才。這類措施不需要耗時的、繁瑣的、自上而下式的政策變革。以下是七個常見的混合辦公障礙，以及如何克服它們的策略技巧。

Expecting to nail3 it from the start

指望從一開始就搞定

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 thats okay.

作為經理，你可能倍感壓力，因為你要始終掌握所有問題的答案。但對于大多數團隊來說，混合辦公是一種新的工作方式，這意味著每個人都需要一段時間才能掌握個中竅門。這是可以接受的。

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， “Whats working well？ What could we improve？” By seizing opportunities to learn and improve as a team， youll build a culture of trust and belonging. Youll also boost employee engagement： People who believe their organization takes action on feedback are 1.9 times more likely to be engaged.

與其將新的團隊規范或流程定得一板一眼，不如將混合辦公作為一項試驗。在每月一次的團隊會議上你可以留出15分鐘的時間，詢問下屬：“哪方面進行得還不錯？我們還可以改進什么？”通過把握團隊學習和進步的機會，你將建立一種信任度高、歸屬感強的氛圍。你還能提高員工的參與度：相信自己的組織會對反饋意見采取行動的人，其投入工作的可能性會變為1.9倍。

Micromanaging

微觀管理

When you cant 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.

當你看不到你的員工在辦公桌前工作時，你可能老想著去檢查一下他們的情況。但微觀管理會挫傷積極性，還可能妨礙試圖集中注意力的人。

To strike the right balance between offering too much and too little direction， clearly outline the milestones youd 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， youll boost performance and morale—and you might be surprised by the innovative approaches they come up with.

為了在提供過多和過少指導之間取得適當的平衡，你要明確列出你希望員工達到的主要目標，并讓他們自己想辦法實現。讓自己在一對一對談、團隊會議或上班時間內有富余的時間回答問題，但隨后要后退一步。如果你給予員工自由，你就能提升業績和士氣，而且你可能會對他們想出的創新方法感到驚訝。

Letting the team lose sight of the bigger picture

讓團隊忽視大局

Its easy to focus solely on execution （think to-do lists and next steps） when youre hopping from one video call to the next. But as my research for Humu shows， employees who dont think their work contributes to their companys mission are six times more likely to leave.

當你從一個視頻通話跳轉到下一個視頻通話時，你很容易只專注于執行（想想待辦事項列表和后續流程）。但正如我為人力咨詢公司Humu做的研究表明，認為自己的工作對公司使命沒有貢獻的員工，其離職的可能性要高達六倍。

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 thats 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 persons work will help the group get there.

要特別注意把任務和項目與大局聯系起來。你也可以為你的團隊設立一個鼓舞人心的小任務。選擇一個雄心勃勃但可以實現的目標（譬如 “在三個月內為產品開發出一個新功能 ”或 “在下一季度增加40%的網絡流量”），將它與你的團隊分享，然后明確每個人的工作將如何幫助團隊實現目標。

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

持有“眼不見就想不到”的偏見

We tend to gravitate7 toward the people we see most often. If youre 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.

我們往往受自己最常見到的人吸引。如果你要去辦公室辦公，這可能會導致你衡量和獎勵到崗率而不是績效。麻省理工學院在疫情前的研究表明，與在辦公室辦公的同事相比，遠程辦公人員的績效評估成績和晉升次數往往較低。

To combat this bias， dont 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.

為了對抗這種偏見，不要只選擇第一個浮現在你腦海中的人。在評估應該委派誰時，請寫下團隊中每個人的名字。仔細研究這份名單，然后做出一個更明智、更深思熟慮的決定。

Assuming top performers are completely fine

認為表現出色的人無需幫助

According to research by company， Humu， 70% of managers consider knowing when team members need more support or intervention a very or extremely important part of their role. You might think that newer hires or people who are visibly struggling are the only employees who require your attention， but your top performers might need additional support， too.

根據Humu公司的研究，70%的經理認為，了解團隊成員何時需要更多的支持或干預是他們職責中非常或極其重要的一部分。你可能認為只有較新的員工或那些明顯工作吃力的員工需要你的關注，但你團隊中表現最佳的員工也可能需要額外的幫助。

Offer top talent chances to develop their abilities， take on new projects， and work cross-functionally. And look for opportunities for them to showcase their achievements internally， whether at all-hands8 or leadership team meetings. Employees who dont feel valued are seven times more likely to start looking for a new job.

你要為頂尖人才提供發展能力、承擔新項目和跨職能工作的機會，并找機會讓他們在內部展示他們的成就，無論是在全體員工大會上，還是在領導團隊會議上。感覺自己不受重視的員工開始尋找新工作的可能性要高達七倍。

Overlooking key learning opportunities

忽略關鍵的學習機會

We often learn by observing others. Thats obviously much harder to do if youre sitting alone in your living room. Ensuring that your people have enough growth opportunities to keep them motivated and excited about their work takes more intention in a hybrid environment.

我們經常通過觀察他人來學習。如果你一個人坐在客廳里，這顯然更難做到。你要確保你的員工有足夠的成長機會以保持他們對工作的積極性和興奮感。要想在混合辦公環境中做到這一點，需要做更多打算。

Ask reports what theyd like to learn over the next few months， then create those opportunities. Or schedule a “skills swap”—30-minute meetings in which team members teach others something new.

詢問下屬他們在接下來的幾個月里想學習什么，然后創造相應的機會。或者安排30分鐘的“技能交流”大會，讓團隊成員教授其他成員新知識。

Confusing asynchronous9 with all-hours messaging

將異步與全天候消息處理混淆

A big perk10 of hybrid work is more flexibility. But sending your team a slew of emails late at night or over the weekend can make them think they need to be online and responsive 24/7.

混合辦公的一大好處便是更加靈活。但在深夜或周末給你的團隊發送一連串的電子郵件，會讓他們以為自己需要全天候在線并響應。

To help your team combat burnout， be mindful of when you reach out to your reports （schedule send is your friend） and aim to explicitly set the expectation that well-being matters. After she had children， TV writer and producer Shonda Rhimes changed her work email signature to begin with， “Please Note： I will not engage in work emails after 7 p.m. or on weekends.” And she ended it， in all caps： “IF I AM YOUR BOSS， MAY I SUGGEST： PUT DOWN YOUR PHONE.”

為了幫助你的團隊對抗職業疲勞，請留意你與下屬聯系的時間（定時發送是你的好幫手），并致力于明確設定一個期望，即幸福健康很重要。電視劇編劇兼制片人珊達·萊梅斯在有了孩子后，將她工作郵件簽名的開頭改為：“請注意：我不會在晚上七點之后或周末查收工作郵件。”她還在結尾大寫強調：“如果我是你的老板，我建議：放下你的手機。”

By taking steps to overcome these seven hurdles， managers can keep their hybrid teams connected， motivated， and engaged—and hold on to their top performers.

通過采取措施克服這七個障礙，經理們就能使他們的混合辦公團隊保持聯系，確保他們的積極性和參與度，并留住表現最佳的員工。

（譯者為“《英語世界》杯”翻譯大賽獲獎者）