It has been over a year since the pandemic affects the working environment in Indonesia significantly. Working from home is no longer a special thing to discuss as it has been a common thing. And for organizations or companies, managing a hybrid working environment has been one of the biggest challenges for the past year.
Having hybridity at the workplace might sound ideal at first- people got the opportunity to be where they are most suitable to be. The ones who require the office's infrastructure and hands-on technicalities, or even simply prefer to be at the office can continue working there, and the ones who don't could continue working from home. And of course, some of the companies apply shifts, so everyone can get a taste of each situation equally.
However, this hybrid condition does not easily fit every single employee. The ones who stay at the office could access information quicker, and communicate more efficiently with their colleagues - not to mention that the bosses could see their efforts more visually. The ones who work from home, then, no matter how many sleepless nights they might be going through, the boss could not really see them.
On the other side, the ones who are experts in multitasking, and more tech-savvy, are better at adapting to the hybridity, and even with less visibility, they can own their stages anyway, making the ones with less hybridity competence shadowed. So, how could managers tackle these power struggles caused by hybridity at the workplace?
Martine Haas and Mark Mortensen discussed this matter thoroughly in a Harvard Business Review article on February 24th, 2021, with the same title. And to make it easier for you to digest, we summarized the article visually as seen below.
