Managing a Hybrid Workforce
By Allison Johs
October 11, 2024
Since the COVID-19 pandemic proved that law firms could operate effectively with a remote workforce, many law firms have implemented flexible work-from-home or hybrid arrangements for both attorneys and staff.
Pros and Cons of Hybrid Work Arrangements
The benefits of providing remote or hybrid work options include increased flexibility, improved productivity, greater work-life balance, cost savings for both the firm (reduced space costs) and for the individual (reduced or eliminated commuting costs) and better retention rates.
But there are potential cons to these models as well. Overseeing a hybrid workforce brings unique challenges that may impede the success of flexible policies if not addressed thoughtfully. These include isolation of remote workers, potential for burnout when remote workers have difficulty drawing the line between work and home, or are “always working,” and some increased up-front costs, particularly investments in technology.
With a hybrid workforce, the informal interactions that naturally happen in an office––passing one another in the hallway, chatting at the coffee station bumping into each other by the elevators or in the cafeteria––disappear for remote workers. As a result, managers need to be more purposeful in how they communicate with hybrid and remote employees to ensure robust collaboration, team building and camaraderie.
When some team members are in the office while others are remote, unintentional favoritism toward in-person staff can occur easily; the saying “out of sight, out of mind” often applies. Managers may unintentionally default to on-site employees for work assignments or interact more with in-office staff given their physical presence.
Communication, transparency and trust are essential for hybrid or remote work policies to succeed. Building this trust, developing appropriate channels of communication and creating transparency require forethought and an additional investment of time, but that investment can pay dividends.
Here are some things to think about when overseeing a hybrid workforce at a law firm.
Setting Expectations
When moving from a fully in-person environment to a hybrid environment, it is important to set expectations for all workers, regardless of where they spend their working time. Create a hybrid work policy that sets out the scope, requirements and eligibility for remote or hybrid work.
Be clear about expectations for:
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Availability. When and how are those working virtually expected to be available for both clients and firm employees? Will there be specific office functions remote workers are expected to attend?
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Responsiveness. How quickly must remote workers respond to inquiries, whether from inside or outside of the firm?
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Regular work hours. Are there specific hours that employees are required to work, or can they work at any time during the day? When are employees expected to be online How will hybrid employees’ schedules be structured? How will expectations differ for attorneys versus staff? Will employees be required to clock in and clock out? How will that be accomplished?
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How remote and in-person employees communicate. What tools should be used for communication? How often must remote employees communicate with their teams?
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Tools, equipment and supplies. Who pays for tools and equipment, and how do employees request these items? What technical support will be provided?
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Health and safety considerations. How should employees set up their remote workstations for optimal performance? What guidelines does the firm provide for a safe work environment?
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Security. How should employees secure confidential firm and client information? What protocols should be put in place to secure firm-related technology?
Scheduling and Consistent Hours
When all employees are working in the office, it is often easy to determine whether someone is busy or available; you can see whether they are in their office, whether their door is open or closed, etc. But with remote employees, it isn’t always as obvious whether an employee is available or not. This becomes even more complicated if the employee is working on a flexible work schedule.
[Note: This article originally appeared in the ABA’s Law Practice magazine in its May 2024 issue. You can find it here.]
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