Hybrid model becomes a trend in companies
Since mid-October, when DuPont started putting its hybrid working model into practice in Brazil, CEO Etore Frederici has left his schedule free to be in the office on Fridays. Tasks that require greater concentration or days marked by an intense routine of calls, he prefers to leave for the home office. "When I go, I focus on interacting with people, understanding new needs and figuring out where problems are." Mr. Frederici says people are happy to return after two years working from home, "eager to feel normal again" and to rediscover an office renovated during the pandemic.Six large companies consulted by Valor, and that promoted remote work for much of the workforce during the pandemic, have been calling part of the employees back to the office since September, in face of vaccination and the drop in numbers related to Covid-19. The tone of the conversation among HRs, however, is that there is no ready-made formula for building a new working model and that it is a test for 2022. "It’s a transition and experimentation phase for the future," said Gabriela Camargo, senior Human Resources manager at Basf.Globally, the company’s workforce will be able (through conversations between teams and managers) to come once, twice, three times or even four times a week. The desks, which were already partially shared in the pre-pandemic, have all become shared-desks. They are marked with stickers, showing where it is blocked to sit and thus keep a distance.Mr. Camargo says he met with colleagues in person for the first time two weeks ago and that people are happy to meet in the coffee shop, hallways and restaurant. "The hard thing has been to control the hugging. We’ve been staying within the fist-bump distance." The intent now is to track the attendance preferences of those who want to come back, learn how to run hybrid meetings and train leaders to operate under this model.Siemens says it has been training its leadership since the periods of greatest isolation to act in a more flexible way, breaking a mentality of control and centralization. "In the beginning it was not easy. In the factories, supervisors thought they needed to be present all the time. And we asked: do they really need to? Now, managers need to set an example for the new model to succeed," said Caroline Zilinski, head of people and organization at Siemens. The model will entail two mandatory remote work days. "We need to learn to give a new meaning to our working relationships," she...
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