I have a marketing team that works a hybrid schedule.

23 Comments

1. Crystal HowellMay 18,2022 at 12:38PM UTC

   Since the outside is not working on your schedule, you would have to set up weekly meetings to get progress reports.

   When a deadline is due let's say on a Friday, tell them it's Wednesday. Does your IT have a report to see who signs on and off, for how long? Start having a reward for people who meets the deadline, and one reward who complete the task before the deadline.

   Maybe if the inside group, has to take up the slack they should be rewarded. Review time, some will have to go.

   Start hiring interviews for the next project for August????

2. Alexis GladstoneMay 18,2022 at 1:03PM UTC

   What have you been doing to engage those who WFH and keep them connected to you and the rest of the team? Most organizations are finding that hybrid is harder than all WFH. Many times those working from home feel like they aren't getting the attention and opportunities that those in the office do. Then they tend to check out.

   At a minimum it sounds like it's time to set clear expectations on work expectations and due dates. If it's a few individuals I would handle this one-on-one. Maybe also have all team meetings on project kick-offs, progress, and timelines. I'm not sure that means those remote need to be in the office or not.

3. AnonymousMay 18,2022 at 1:15PM UTC

   I am not sure exactly what you are already doing but those who are 100% remote may not want to come in even on a hybrid and choose to start looking elsewhere even though you used to be 100% in office.

   I would look at ways you can connect even with 100% remote people.

   Are there weekly check-ins as a group?

   When you get a new project, set up time for the group as a whole or break out groups to work on each part of the project together (via zoom/google meet/teams).

   Since they no longer have the ability to just stop into someone's office when needed make sure to establish open lines of communication (teams chat, slack, etc.) but also encourage them to not use it during off hours.

   Confirm and re-confirm established deadlines. You don't want to overly stress people out so finding a way to balance new projects and catch up on the old ones is important but once you have caught up make sure to be clear on these deadlines. If you have set times to meet as a whole team, small groups have time to meet to discuss their portions, and open lines of communication it should hopefully work.

   If it doesn't then you may need to consider a hybrid model for every worker.

4. Georgene HuangMay 18,2022 at 2:23PM UTC

   It certainly does sound like you have a problem but I'm not sure I'd leap to the conclusion that it's because of the location where the team is based. The transition to managing a fully on-site to a hybrid or fully remote team is hard for managers, in particular, so I have a lot of empathy for you.

   I think one change for managers is that simply becomes much more onerous for us and creates more work for us initially to be very intentional and clear about goals, deadlines, set standards for communications / meetings etc. There is an initial adjustment and learning curve but once everyone gets the hang of it, then you will be all set again.

   The lack of engagement or performance happens even when folks are entirely on-site full time and I understand it may not be entirely clear what's happening in terms of the root causes of your issues.

   I can tell that you are being thoughtful about your situation so if you don't see change after you implement new processes and (re)-set expectations / goals, then perhaps its time for some stern performance management conversations.

5. Nick KossovanMay 18,2022 at 3:03PM UTC

   WFH is not the "productivity enhancer" those who evangelize WFH to be. There's a reason companies are asking their employees to come back to the office.

   The bottom-line, employees want to WFH to be able to surf the Internet, run out and do errands throughout the day, posy of the social media feeds, walk their dog, etc.

   You have an obligation to your clients and your employer. Either you have everyone come back to the office (Yes, you may lose a few, but sometimes the trash takes itself out.) or the wheels will come off the bus—and then what?

   You're in charge! Do what's best for your clients and business,. Stop trying to cater to the sense of entitlement many employees have to WFH. You tried the "WFH model" and it is proving not to work. (being abused).

6. Stacey KMay 18,2022 at 4:54PM UTC

   I disagree. It really depends upon your team and the level of maturity and sense of responsibility. My team has worked from home for over 2 years now. Our productivity is as high if not more than it was in the office. Why? Well for starters, it takes a lot of burdens off the team. I do not have a one hour drive to work and another one from work every day. I do not have that gas bill or wear and tear on my car. We just had someone with COVID in our office two weeks ago, being at home, that is not a concern. Additionally I did not get sick over the holidays as I typically do from being in the office.

   What needs to be done is to start laying down the law and letting the workers know that slipping dates and goals are not going to be accepted regardless of where they are working. Let them know there are consequences if this continues (written up, dismissed, etc.)

   Forcing everyone to come back to the office is only going to end up with people looking for work elsewhere. It WILL backfire.

7. Nick KossovanMay 18,2022 at 7:42PM UTC

   RE: "What needs to be done is to start laying down the law and letting the workers know that slipping dates and goals are not going to be accepted regardless of where they are working."

   Presuming everyone in the workplace is an adult, if you need to lay down "the law" it means you have the wrong employees. These employees understand full well how their behavior is jeopardizing their employer's relationship with their clients, yet they still do it.

   Catering to employees who obviously don't care about their employer's success is not leadership—it's caving in.

   As for the commute, COVID, and all the other excuses to WFH, maybe these employees should have thought about this before acting the way they have and abusing what is a privilege.

   P.S.

   If those being asked to come back to the office leave, so what? Are you going to not do what's right for your clients and the business because an employee "might leave." Is this your definition of management... not doing what's right because it might upset some people.

   As an executive once said to me, "Sometimes the trash takes itself out."

8. Stacey KMay 19,2022 at 2:23PM UTC

   And that is why the "Great Resignation" happened. There is a new reality out there. Employees are tired of killing themselves for a company that will replace them at a drop of a hat or if the executives decide the quarter wasn't good and they don't want to take a pay cut so they have massive layoffs.

   People have realized that work is a "team" effort and if you don't value them they will walk and find someone who does. Sometimes people get lax and need redirecting that is all. It can happen at home or at work. You don't throw the baby out with the bathwater, you set clear objectives and goals and if people aren't meeting them you find out why and assist them or take corrective action. It's not "coddling" people to find out what is happening, it's seeing the value in people and determining what is wrong and trying to correct it.

9. AnonymousMay 19,2022 at 3:05PM UTC

   To some extent, this largely illustrates the difference between a patriarchal approach (which most of us are here to learn how to AVOID or CHANGE), and a (humane) inclusive approach. To work, to life, to community. Perhaps not a helpful contribution in this environment.

10. Cyndi RosenblattMay 18,2022 at 4:13PM UTC

    We're working well with it, but a lot depends on the size of the team and the nature of the work. You're welcome to reach out to me for a private conversation.

11. Alexis GladstoneMay 18,2022 at 4:30PM UTC

    I'm not running a team but I've been doing a lot of research on the topic to help clients when they have questions. Though it won't be a real life example I'm happy to have a conversation if you'd like to reach out.

12. Lisa HughesMay 18,2022 at 7:15PM UTC

    I say do what's best for your department. If bringing everyone into the office 100% would do that, then do it! If some leave, maybe they weren't real team players to begin with anyway. When upper management realizes the failing productivity of your team, guess who takes the brunt of the blame?

13. Terrie McWhorterMay 18,2022 at 9:42PM UTC

    The wheels are falling off the bus. You have every right to call your teleworkers BACK into the office. Telework is a privilege. Have a MANDATORY meeting every Wednesday IN office. Advise everyone of what is happening, be transparent. People should be expected to be in the office either 2 days a week..or whatever you decide but they need to be present. Make sure that you set up huddles with each team so that everyone is on the same page! best of luck

14. AnonymousMay 19,2022 at 1:08PM UTC

    While A manager can say that… we must acknowledge that the climate has changed. In my line of work managers are losing top talent to fully remote abs guaranteed hybrid roles.

    Every action has an equal and opposite reaction. Doing this may cause unintended consequences. Also, this message It is not at all inclusive.

15. Sylvie CancellierMay 18,2022 at 11:33PM UTC

    What a thoughtful solution. I could t agree more with this approach, particularly the transparency piece. I would add that the more quickly you address it with your team, the less opportunity there is for assumptions of their intent and resentment to form.

    Might also be worth thinking about organizational changes that may impact remote employees’ engagement levels. If your team were given the option to be remote, it’s worth understanding why that option was more appealing. While personal preference may be based on obvious things like commute time others may lack a sense of belonging or feel a sense of inequity about the organization that fuels disengagement.

16. AnonymousMay 19,2022 at 12:33AM UTC

    I would recommend starting with a SWOT analysis for the team and each team member; assess the strengths, weaknesses, opportunities and threats for each member and for the team. Talk with the team together about your assessment of team performance without calling anyone out. Ask them to do their own SWOTs of their performance and make lists of their tasks and deadlines then schedule individual meetings to compare and contrast. Chances are that people are aware of how they are contributing to the problem but need a nudge to really assess what they can be doing differently and a safe space to brainstorm with you.

    Talking with every team member individually will also help you get into the "why." Is the person who is "out of pocket" ignoring emails and calls because since he is getting so many that he can't focus? Is a project being started late because that person is constantly playing catch up?

    I would say that a blanket rule of being in the office will backfire if it is not a firmwide policy and can also appear as a punishment and not an attempt to get everyone back on track. Ask for the people in the office who have complained to individually and in confidence provide some specific examples of how working from the office has resulted in an increased workload. Try talking with these people first so that you can incorporate their assessment (where appropriate) into the discussions with the people working from home.

    PS I would try to have the individual meetings in person, face-to-face as two human beings (and not as human being and a disembodied head). Maybe have water or coffee to make people comfortable, you are trying to solve a problem compassionately and that is easier to express with full body language. Also, it will remind the work from home crew that the office exists and isn't really that bad...

17. AnonymousMay 19,2022 at 1:51AM UTC

    I would first evaluate how the team is working together. Probably a fishbone diagram may work. However, I get the feeling that daily scrum meetings might help. If you aren't familiar read up on agile and the product manager role. Your team needs to connect more and be more transparent. If someone has a doctor's appointment and will be away then it should be on the team's calendar. The same if they will be on PTO and who will cover their work while they are gone so the project is not delayed.

    Telling your workers to return to the office may cause undue stress. Have 1:1s scheduled with each employee to check in as often as feasible. Make sure you are meeting with them as a team. I have had manager's that didn't have team meetings until I joined and it made a difference.

18. AnonymousMay 19,2022 at 1:05PM UTC

    Excellent, practical advise.

19. AnonymousMay 19,2022 at 2:37AM UTC

    It's not an all or nothing situation. You need to really step back and slowly adjust until you see results.

20. AnonymousMay 19,2022 at 12:27PM UTC

    Is it really the wfh team that is missing deadlines or just overall? Many companies are seeing losses in job productivity after in-office started again (1Q2022). Based on your post it sounds like the in-office team is getting burned out. Could the commute and office politics be weighing them down as well? It’s important to look at this from all sides. In my opinion, flexibility tends to make a team a bit happier.

21. AnonymousMay 19,2022 at 1:04PM UTC

    Conduct a listening tour to gather more data and context. While a hunch says it’s people slacking off during the day… the situation could be quite different and very solvable. Covid is rampant…. Maybe your workforce is quietly dealing with Covid. I had it last week and I couldn’t lift a pencil.

22. Kelly MeigsMay 19,2022 at 8:22PM UTC

    Thanks for the input everybody! I decided to sit down with the team face-to-face, let everybody talk and ask the group for ideas on how to fix the situation and see where it goes. Because they are generally a high-performing team, it may be interesting to see their perspective. And, they may just need to reset.

    Thanks for the advice!

23. AnonymousMay 20,2022 at 10:27PM UTC

    If leadership made that the decision to have hybrid, there is not much you can do about it. The only option I would consider is seeing if you can work on a team with folks that already do come into work. I am not understanding why your marketing projects that involve meetings can be accomplished over Zoom/Teams? Is it more of a preference to you than a necessity. You said there is decline in quality of work. Does your manager and leadership see it the same way as you? Because if not, that would give me pause for thought.

    If you seek work elsewhere, they will likely offer a hybrid or partial telework option to cater to the GenZers and others who prefer to. It keeps utilities and lease costs significantly low, so you will have to adjust and be more tactful in getting things done. If your manager is not complaining to you about the decline in work, be relieved and keep collecting your check. Put in for other opportunities that may fit your style more. But make sure on interviews you ask specific questions about the work environment not only for now but in the future. I imagine most if not all companies will eventually conform to GenZers work from home expectation for retentions since afterall...they are the future and will make up the majority of workforce in the next 10-20 yrs.