Cracking the hybrid work culture conundrum: how to create a strong culture across a workforce you may never even see

Abstract

Purpose

The purpose of this paper is to look at how workplaces can create a healthy corporate culture as a hybrid way of working comes into force. The pandemic has made many businesses rethink their corporate culture strategy, and this study addresses how to regain and sustain a positive long-term culture. This is done by exploring aspects of pre-pandemic work life, how businesses can continue this going forward, and additional ways to ensure employees are fulfilled – all while providing a safe environment to work in.

Design/methodology/approach

The author analyses pre-pandemic working culture, impartial report findings, third-party research, and her deep understanding and domain expertise in human resources (HR) to guide the reader in identifying key components of an effective corporate culture during this fast-paced, disruptive era. The study provides background context and offers three main ways on how to successfully achieve this.

Findings

The findings from this study demonstrate three main ways in which HR leaders can enhance the working environment and how this can have multiple positive business outcomes. Driving and living core values from the most senior positions all the way through the workforce, changing values which are no longer fit for purpose, creating new workplace networking opportunities and recognising colleague contributions, especially during times of uncertainty, are all critical components of long-term culture success. The findings demonstrate how this is not only beneficial for a business but for the workforce too – helping retain important talent and also attracting new employees.

Originality/value

The study fulfils an identified need to analyse and inform on forward-looking corporate culture trends and challenges amid the pandemic.

Citation

Evans, E. (2022), "Cracking the hybrid work culture conundrum: how to create a strong culture across a workforce you may never even see", Strategic HR Review, Vol. 21 No. 2, pp. 46-49. https://doi.org/10.1108/SHR-12-2021-0065