Field report on the process and challenges of finding our "new normal"
During the coronavirus pandemic, we, like many other companies, were faced with the challenge of adapting our working models quickly and flexibly to the new circumstances. Suddenly, we all found ourselves working from home 100% of the time. This time was characterized by uncertainty, but also by new insights and a change in the way we perceive work and collaboration.
What were the challenges we had to deal with?
After the end of the pandemic, we faced the next big challenge: finding a way back to a combination of working from home and office hours. After all, none of our colleagues wanted to go back to the office 100% at the time. Together with our team, we developed a model that takes the needs of all colleagues into account. Below, we share an insight into our process and the experience we gained. This much can already be revealed: It was "very hotly debated" according to Till Sieling (Software Development), but also "constructive and an effort was made to do justice to every employee without jeopardizing company goals" says Christina Heinze (Project Coordination).
Phase 1 - 100% home office during the pandemic
At the beginning of the pandemic, we had to react quickly and therefore decided that all employees would work from home. This was unusual at first, but over time we learned to appreciate the advantages of this way of working. Our IT department has outgrown itself and quickly equipped us with the necessary home office equipment - not without effort. Nevertheless, we also had to face many challenges. Some colleagues felt alone at home and wanted regular contact with the team again. It was also more difficult to train new colleagues remotely, especially when it came to integrating them into the team and communicating our values. By regularly communicating availability times and regular weekly meetings, we endeavored to maintain communication within the team.
Phase 2 - Step by step back to the office
After the initial easing of restrictions, we introduced a hybrid solution. The idea was for all colleagues to work in the office 1-2 days a week in order to revive social contact and direct exchange. We left the responsibility for organizing the days to the colleagues themselves. This arrangement met with mixed reactions, as some colleagues were regularly and increasingly in the office, while others continued to enjoy working from home.
Phase 3 - Frustration increases, tensions become noticeable
At the end of 2023, frustration within the team became increasingly noticeable. Differing opinions on the subject of office and home office arrangements, depending on personality and personal preferences, led to tensions. There was a feeling of "home office vs. office". There was less talking to each other and more about each other - which is a no-go for our corporate culture. We all agreed on one thing: we want our MTI team spirit back!
Phase 4 - Researching causes by survey
To better understand the frustration and different opinions, we conducted a survey in January 2024. We wanted to know what advantages our colleagues see in working in the office and what advantages they see in working from home, and which working model they would like to see in the future. The results showed a wide range of opinions: from "Working from home is the best - we can't do without it!" to "We're no longer a team if we don't see each other in person in the office more often."
We were told about the following advantages of working in the office or from home.
The advantages of working in the office:
- Team cohesion: Regular meetings in the office promote team cohesion and a sense of unity.
- "A chat at the coffee machine and social interaction: these sometimes informal discussions promote team spirit and creative exchange.
- Communication with colleagues and short official channels: direct communication and quick coordination are easier in the office. Small issues can be resolved quickly and easily.
- Spontaneity: Spontaneous ideas and solutions often arise in direct conversations.
- Exchange of experience and know-how sharing: Sharing knowledge and experience is often quicker and easier in the office.
The advantages of working from home:
- More focused work and increased productivity: Many colleagues can work more undisturbed and concentrated at home, which has increased their effectiveness.
- Flexibility and work-life balance: Working from home enables a better work-life balance and supports a balanced lifestyle - be it with family, child, dog, garden or hobbies.
- No "wasted" time for commuting: The time that would otherwise be spent traveling to work can be used more productively.
- Lower fuel costs and protection of the environment: commuting is no longer necessary, which saves costs and protects the environment.
Phase 5 - Reflection with the entire team
In February 2024, we met as a team to reflect on the results of the survey and look for solutions together. Colleagues used the opportunity for an open exchange in a spirit of trust and addressed their own personal views.
"If you ever get stuck... form a working group!" With this in mind, a working group of four colleagues was formed to develop a concrete proposal as a compromise following the meeting. The group took into account the discussions and different needs of the team members. The organization and commitment of this working group was highlighted as particularly positive by the team afterwards. The colleagues also appreciated the fact that the arrangement "was not simply determined by the management and that we were allowed to contribute our ideas and wishes".
Phase 6 - New regulation in test run
From March 2024, we have introduced a new regulation - as a test phase. Office days are now limited to Tuesday, Wednesday and Thursday so that colleagues see each other more often. Every employee comes into the office at least once a week (on one of these 3 days) and an additional 2 days a month, which can be scheduled flexibly. Up to 4 weeks per year can be worked completely from the home office (or completely location-independent) - in coordination with the team. The office days are planned independently by colleagues in the shift planner each month and the working group checks compliance with the framework conditions again if necessary. In general, working hours can still be planned flexibly by each employee to ensure a good work-life balance.
Our conclusion
The path to a flexible working model that combines the advantages of both the office and the home office was and is a constant learning process. There is no universal solution that meets all needs, but through continuous reflection, open communication and the involvement of all colleagues, we have found a model that works for our team.
Nadine Geruschke-Noskow, International Project Coordination, agrees: "In my opinion, the process was well organized and transparent. Everyone had the opportunity to get involved and it was coordinated openly and with the entire team."
In a recent survey, 90% of colleagues rated our current working model with 9 or 10 out of 10 possible "smileys". We are therefore confident that our new approach offers a good balance between time spent in the office and the flexibility of working from home. At the same time, the focus remains on trusting our colleagues and promoting strong team cohesion.
Nevertheless, we are in contact with our colleagues and regularly check whether our approach is still the right one or whether it is time for the next phase.
WE BRING YOUR STRATEGY TO LIFE
New Normal - designed together. We support organizations in developing flexible working models that combine trust, team cohesion and individual needs. The path to a balance between home office and office is a learning process that requires openness and continuous reflection. If you are considering how your company can establish a sustainable working model, please contact us - together we will create solutions that ensure future viability.
You can find out what this can look like here: Case studies & experience reports