As more and more workers are returning to the office part of the time, many of us are running into new and unexpected obstacles when it comes to hybrid work. Whether it’s creating shared routines when employees are both virtual and in-person, ensuring inclusivity in meetings regardless of location, or determining the right moments to bring teams together, there is a lot to figure out to make hybrid workwork.
Adobe的公司文化一直以协作，联系和创新为中心。流行前，我们更加依赖共同确定的团队同步工作，但最近，我们专注于在全球分布式团队中异步工作的能力。当我们浏览了这项新型混合动力工作世界时，我们已经学到了一些经验教训，这些课程可能会对其他公司有所帮助，因为我们都继续学习并迭代我们的方法。
Test ways to bring people together
经过几个月的时间，团队希望重建屏幕之外的关系，进行协作和创新，同时保持我们所有人在完全虚拟的同时受益的包容性。 我们已经开始在Adobe举办offsites，从Adobe Photoshop和Lightroom团队开始，将员工面对面和虚拟地汇聚在一起。我们着手测试混合聚会的有效模型和规范，这是过去几个月从这些活动中学到的东西。
Designate facilitators
Before the meeting, assign a facilitator to share meeting norms, keep the team on schedule, and monitor chat and in-person discussions.A great facilitator is able tohelp make the dynamic more equitable between in-person and virtual attendees. For hybrid meetings with a large number of attendees, we have found it helpful to designate two facilitators: one in-person and one virtual. Ideally, the lead facilitator will be in-person and focus on the meeting purpose, agenda, and norms, while the virtual facilitator can monitor the chat and help troubleshoot any technical challenges.
It’s crucial that every person invited to the meeting understands who the facilitators are and their role in enabling inclusive participation. We’ve found that the most successful facilitators are ones who have “generous authority” (a term coined byPriya Parker) and can run the meeting confidently and selflessly.
地下规则
From a technological standpoint, hybrid meetings can be confusing. When we clearly defined the protocols, participants knew what to expect and were able to engage effectively. For example, no matter the location, ask each participant to join through their laptop to maintain the sense of inclusion and intimacy we receive from all-virtual meetings.
另外，请参与者在寻求讲话时实际上“举手”，并在虚拟和面对面的与会者之间做出其他回应，因此，如果房间里的某人讲话，那么下一个讲话的人将是虚拟的。建议鼓励与会者在最初的15分钟内参加讨论，以确保他们的声音在对话初期听到。
优先考虑连接时间
After more than two years apart, we can’t overlook the criticality of building connection, culture, and trust. Intentional breaks–such as icebreakers, food experiences, and well-being stretch breaks (for both virtual and in-person attendees)–can allow meeting participants to get up from their desk, engage with others, and ultimately have a more effective session.
为了鼓励员工参与，我们发现领导者要清楚地及时投资连接以使会议和最终使团队更加有效，这一点很重要。例如，建立牢固的关系会带来更多的信任和心理安全，从而导致更多的冒险和创造力。这些努力可能是在最初几分钟内鼓励参与的较小时刻，例如“聊天风暴”，领导要求每个人打开聊天，回答一个特定的问题，例如“您梦dream以求的假期？”或者，它可能更多地参与其中，例如我们的团队最近通过一系列个人问题引发有意义的联系，首先是由领导者回答的。问题包括：“您的养育形状如何如何领导？”所有与会者都报告说，他们认为这使场外更有效。
作为一家具有创造力的技术公司，设计灵活工作的未来是令人兴奋的。通过实验，我们正在不断学习和改善工作场所，以利用自己的面对面和虚拟互动的最好的。我们期待在这个新的工作时代点燃新的创新，生产力和文化浪潮。
EricKline is the director of Global Workplace Experience and Maria Yap is VP of Digital Imaging atAdobe.