The post-pandemic work environment is drastically different, with many companies exploring hybrid models that blend in-office and remote work. These models provide employees with increased flexibility and autonomy, essential factors for boosting retention and productivity. However, effective implementation of these models remains a complex challenge.
In my conversation with Kathie Patterson, Chief Human Resources Officer at Ally Financial, we discussed how her organization is navigating this new landscape. Her insights offer a valuable blueprint for facilitating decision-making on hybrid work across levels of the organization —a strategy that has proven successful at Ally.
Ally Financial’s Comprehensive Hybrid Work Strategy
Ally Financial, the nation’s largest digital-only financial service provider, has crafted a unique hybrid work strategy that responds to the specific needs of its diverse workforce. This strategy revolves around two critical components: flexibility and consistency, both powered by localized decision-making.
At the heart of Ally’s hybrid work strategy is a commitment to flexibility. Recognizing that a rigid, one-size-fits-all approach is inadequate for a diverse workforce, they have instead opted for a flexible model that respects the unique demands of each role and the personal circumstances of every employee.
This flexibility extends to work schedules, offering employees the autonomy to tailor their work hours to their needs. Whether an employee needs to take some time off for a delivery or adjust their work hours to balance personal commitments, Ally’s hybrid work model accommodates these demands while ensuring the work gets done.
While flexibility is a cornerstone of their hybrid work strategy, Ally also acknowledges the necessity of consistency. Consistency in schedule offers predictability, which is crucial for planning and collaboration. By setting clear expectations about work schedules, the company ensures that all team members are aligned and can work together effectively, regardless of their location.
Localized Decision-Making
Perhaps the most important aspect of Ally’s hybrid work strategy is the shift of decision-making to the local level. This shift empowers team leaders to shape work schedules based on the specific needs and demands of their individual teams.
For instance, some roles might require employees to be in the office five days a week, while others might allow for more remote work. By enabling team leaders to make these decisions, Ally leans into work schedules that strike an optimal balance between employee needs and company needs.
Moreover, this approach encourages team leaders to take ownership of their teams’ performance and well-being, fostering a culture of accountability and engagement.
Fostering an Ownership Mentality
To extend the ownership mentality beyond hybrid and remote work decisions, Ally launched their #Ownit program to empower each individual team member to have an ownership mentality. The #Ownit program, which is part of a larger employee retention strategy, is an annual equity grant program that demonstrates the company’s commitment to promote financial inclusion and financial literacy among its 11,700+ employee base. Since 2020, each employee has been given 100 shares of Ally stock, which vests after three years, to reward them for owning their work and being a part of the Ally’s success.
Employee loyalty goes hand in hand with a sense of ownership and belonging, no matter where someone is physically located. When employees feel they have a personal stake in the success of the company and are a part of something bigger than themselves, they are more likely to be active participants and collaborators in their team’s success. It’s not just where they’re working, or how much they’re working – it’s about the work itself and the value it brings to the organization while also aligning with individuals’ personal values.
Through its commitment to flexibility, emphasis on consistency, focus on retention and localized decision-making, Ally has crafted a hybrid work strategy that values and respects its talent base. This approach demonstrates a deep understanding of the changing work landscape and the evolving needs of a modern workforce. It offers valuable lessons for other organizations seeking to navigate the complexities of the post-pandemic world of work.
Navigating the Challenges of Hybrid Work
The journey to effective hybrid work is fraught with challenges. These range from maintaining team cohesion and fostering a sense of inclusion to onboarding new employees and facilitating effective collaboration among dispersed teams. At Ally, they’ve developed a set of strategies to navigate these challenges, fostering a productive and inclusive hybrid work environment.
Ensuring Inclusion and Collaboration
One of the most significant challenges of hybrid work is fostering a sense of inclusion among teams that are split between the office and remote locations. Ally addresses this challenge by creating opportunities for collaboration and engagement that bridge the gap between physical and virtual spaces.
This approach includes designing team events, both in-person and virtual, that bring employees together to collaborate and build relationships. These events not only help foster a sense of belonging among remote employees, but also facilitate the exchange of ideas and knowledge that is crucial for innovation and problem-solving.
In addition to team events, Ally also focuses on inclusive practices that ensure all team members feel valued and heard, regardless of their work location. For instance, they ensure all employees have the necessary tools and platforms to participate fully in team activities and discussions.
Supporting New Employees in a Hybrid Setting
Another significant challenge in a hybrid work setting is supporting new employees and those who are early in their careers who may not be as comfortable working remotely or might lack the networks and knowledge to navigate the organization effectively. Ally has addressed this issue with strategies that foster connectivity and provide necessary support.
One such strategy is the implementation of a buddy system. New hires are paired with more experienced employees who can guide them through their early days, answering questions and providing advice. This approach not only accelerates the onboarding process but also helps new hires build connections within the organization.
In addition to the buddy system, Ally also prioritizes routine team meetings. These meetings, which can take place virtually or in person, offer new hires regular touchpoints with their team, promoting the formation of relationships and facilitating knowledge transfer.
Moreover, they have focused on creating digital networks and platforms that offer easy access to resources and information, enabling new hires to learn and adapt quickly to their new roles. A robust mentorship program, which includes one-on-one and small group structures, helps employees build their networks outside of their specific work teams. Employees can be paired with people across multiple lines of business or within different functional areas to help them attain a broader view of the company and how it works.
Hybrid work presents its own set of challenges, but Ally’s strategies offer a roadmap for other organizations to follow. By promoting inclusion and collaboration, supporting new hires, and leveraging digital tools, they have successfully navigated the hurdles of hybrid work, creating a flexible, inclusive, and productive work environment.
Conclusion
As we navigate this new world of work, let’s remember the importance of allow decision-making to happen throughout the organization – not just at the executive level. Let’s trust our teams to find their balance between remote and in-office work, while providing them with the flexibility they need to thrive. That’s what I told the 24 organizations I helped figure out their hybrid work models: the key to a successful hybrid strategy is a team-led approach, where the teams figure out what works best for their needs. After all, the future of work is not one-size-fits-all—it’s hybrid, flexible, and localized.
Read the full article here