![]() While hybrid is often presented as a new model, the fundamentals of what transforms a group of people into an exceptional team haven’t changed as much as we might think. When I was the senior vice president of people operations at Google, we had many employees, especially in engineering and sales, who worked from home a few days each week (even if we didn’t call it hybrid back then). A CEO of a 50,000-person retailer told me they don’t think it’s fair that retail staff have to be in their stores while executives and senior managers work from home, but the office workers don’t want to come back and he’s afraid of losing technology and data science staff. ![]() The CTO of a 30,000-person consulting firm told me the pandemic has been great for senior partners who no longer have to travel the world and are moving to low-cost havens like Bermuda, but miserable for associates who miss out on the coaching and apprenticeship of the “before times.”.One technology CHRO told me that her 80,000 employees are pulsed weekly on how they are feeling, but admits her boss, the CEO, has no idea what it means when the scores move around.As CEO at Humu, where we help Fortune 500 companies build world-class cultures, I’ve seen firsthand how experienced leadership teams are struggling to navigate the shift to hybrid work and maintain a culture of excellence. ![]()
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