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Remote and Hybrid Working

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Remote and Hybrid Working

TheRemote and Hybrid Working section introduces articles describing the challenge of measuring and monitoring quality and effectiveness as well as strengthening the evidence-base for policy making

TitleDescriptionOriginator
Together Apart – Tips for Strengthening the Resilience of Remote Workers .These tips are mainly addressing people working remotely who have jobs that require cognitive dexterity – who need space to think, to analyse, interpret, reflect, write and communicate with others. People who normally receive feedback on their work, who may receive supervision, fairly close management, and who may need to report their progress to others on a daily or regular basis.Dr Derek Mowbray
ACAS - Health, Safety & Wellbeing when working from homeThese tips are mainly addressing people working remotely who have jobs that require cognitive dexterity – who need space to think, to analyse, interpret, reflect, write and communicate with others. People who normally receive feedback on their work, who may receive supervision, fairly close management, and who may need to report their progress to others on a daily or regular basis.ACAS
ACAS - Managing Staff Who Work From HomeWhether employees are in the workplace or working from home, you'll need to consider: how to manage and monitor performance, training and development, health, safety and wellbeing.ACAS
A practical guide to managing hybrid teamsA paper about the real and complex challenges facing managers accountable for coordinating the work of remote and idstributed teams. It covers building and maintaining trust, being inclusive, onboarding, projecting a vision, helping people to learn on the job, managing performance, navigating change and creating the right company atmosphere.The Oxford Group
The hidden problems of flexible work – and how to avoid them post-CovidDespite all its advantages, flexible work also raises serious challenges for business leaders. Creating a successful hybrid working model requires that companies re-evaluate what working culture they want to build to how employees should communicate. Interesting article by Duncan Cheatle who is chief executive of Learn Amp, a People Development Platform, and a Chartered Companion who sits on CMI's Board of Companions.Duncan Cheatle CMgr CCMI
Six ways you can build a happy hybrid workforceThe move to hybrid working is creating a new set of challenges for all businesses. High on the list is how to ensure a loyal and sustainable workforce in an age when employees don’t even have the embarrassment of clearing their desks when changing jobs.Provided by Brother in association with Professor Binna Kandola, business psychologist, senior partner and co-founder of Pearn Kandola.
Senior leaders on trust and resilience during COVID-19 (CIPD)The scale, speed and universality of COVID-19 has tested C-suite teams as never before. For individuals, it has heightened a sense of personal vulnerability and risk. The more vulnerable we feel, the more we seek leadership from organisations or individuals. We want to be able to trust the top team to lead us through the unknown./td>CIPD
Hybrid Working Report 2021 - CMIPractical Guidance on Hybrid Working from the Chartered Management Institute covering People Management, Recruitment and Induction, Inclusion and Fairness, and Health, Safety and Wellbeing. With case studies and additional information.CMI
How to Manage a Hybrid TeamSome helpful tips from the Harvard Business Review on managing hybrid teams including offering support, creating and setting expectations, flexible prioritisation, watching for signs of burnout.Harvard Business Review

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