The votes are in and inevitably a majority of organizations will be shifting to some version of a hybrid working model in the latter part of 2021 / early 2022. In the rush to dust off office desks and prepare for a more collaborative, yet safe, working space, many leaders might be overlooking some of the crucial factors to make the transition smooth, and provide a productive and inclusive working environment for all employees once you get there. Additionally, leaders will need to think about how to encourage the optimal culture to drive productivity, managers will need to adopt different techniques to manage a distributed workforce, and employees will need to reassess how capable they are in thriving in this new world.

1. Proprietary and Confidential. Not for reproduction
or distribution without prior written consent.
Making the Shift to a
Hybrid Working Model:
Are you ready?
June 22, 2021

2. 2
welcome!
Hello &
Malek
El Refaie
Michelle
Mahony

3. 3
We are a global change
consultancy focused on
the people side of change
Because organizations
don’t change…
Percentage of core Daggerwing clients
in the Fortune 500
70% FORTUNE 500
Daggerwing was named a Global Leader
in communications and change
management consulting*
TOP 10 GLOBAL RATING
Breadth of countries where Daggerwing has
worked with clients over the past 3 years
35 COUNTRIES
people do.

4. 4
What
today's
about…
We won’t give you a playbook for getting back in the
office – that’s not what today is about.
We will provide a different perspective on the challenges
of transitioning to a hybrid model.
We will give you insights and actions on how to create a
working environment that can enable all workers to thrive.
In the next 30 minutes,
here’s what you can expect:
1
2
3

5. 5
Flexibility is the
core principle

6. 6
39%
of employees would
consider quitting if their
employer wasn’t flexible
about remote work.

7. 7
The hybrid working model will be the norm in 2021 and beyond…
of leaders say their company is
considering redesigning office
space for hybrid work.
of employees want flexible
remote work options to stay.
of employees want more in-
person work or collaboration
post-pandemic.
66% 73% 67%

8. 8
Many organizations have already flagged their models

9. 9
The change is bigger than we think...
Always onsite Hybrid model
From… To…
Fully remote (>1 year) Hybrid model Always onsite
or

10. 10
Thriving @ work

11. 11
The transition to hybrid working
BASIC NEEDS
PSYCHOLOGICAL
NEEDS
THRIVING @
WORK
Getting people set-up
and functional
Ensuring inclusion, well-being,
career development, and culture
Awareness and accountability of leaders,
managers and employees to create
an environment where people thrive
Successful Hybrid
Working Model
New work model
announcement
Addressing the
psychological needs
Focusing on what
employees need to thrive
1
2
3

12. 12
of supervisors and managers
expressed low self-confidence
in their ability to manage
workers remotely.
40%
~
Personal and
professional networks
have shrunk by… 16%
12

13. 13
Challenges Fairness.
13
Trust.
Human
Connection.

14. 14
The game plan

15. 15
LEADERS
need to create a
culture of trust
Three areas of focus to enable a thriving hybrid workplace
MANAGERS
need to lead
with empathy
EMPLOYEES
must proactively
play a part
1 2 3

16. 16
Leaders do not
drive the change
LEADERS need
to create a
culture of trust...
...now more than
ever
HUMAN
FAILURE
FACTORS

17. 17
Statistics show that, among
other things, low trust…
17
Affects your bottom line
Has a big impact on employees’
mental health, career choices
and sense of belonging
Drives staff turnover and limits
your talent pipeline

18. 18
Compared with people
at low-trust companies,
people at high-trust
companies report…
76%
More engagement
50%
Higher productivity
106%
More energy at work
74%
Less stress
40%
Less burnout
13%
Fewer sick days

19. 19
Building a culture of trust in a hybrid environment

20. 20
Building a culture of trust in a hybrid environment
GIVE
trust first

21. 21
Building a culture of trust in a hybrid environment
GIVE
trust first
FOSTER
physical &
psychological
safety

22. 22
Building a culture of trust in a hybrid environment
GIVE
trust first
LISTEN,
listen, listen
FOSTER
physical &
psychological safety

23. 23
Building a culture of trust in a hybrid environment
GIVE
trust first
FOSTER
physical &
psychological safety
LISTEN,
listen, listen
COMMUNICATE
more than ever

24. 24
Building a culture of trust in a hybrid environment
GIVE
trust first
FOSTER
physical &
psychological safety
LISTEN,
listen, listen
COMMUNICATE
more than ever
BE HUMAN
and transparent
(even when you don’t
have the answers)

25. 25
Building a culture of trust in a hybrid environment
GIVE
trust first
FOSTER
physical &
psychological safety
LISTEN,
listen, listen
COMMUNICATE
more than ever
DEI
is important
BE HUMAN
and transparent
(even when you don’t
have the answers)

26. 26
Building a culture of trust in a hybrid environment
GIVE
trust first
FOSTER
physical &
psychological safety
LISTEN,
listen, listen
COMMUNICATE
more than ever
BE HUMAN
and transparent
(even when you don’t
have the answers)
DEI
is important

27. 27
Common biases not
surfaced or addressed
HUMAN
FAILURE
FACTORS
MANAGERS
need to lead
with empathy

28. 28
Empathy has a direct impact on a business’ bottom line…
especially NOW
of employees more likely to stay
with a company if they
empathized with their needs.
of employees would consider
leaving their current company if
they displayed less empathy.
of employees willing to work
longer hours for an empathetic
employer.
92% 72% 77%

29. 29
There are many cognitive biases that can arise…
Favoring action over
inaction, even if this
will not necessarily
lead to the best
outcome.
A preference for what
is closest to us (in
time or physical
distance).
The tendency to be
consistent with what
we’ve already done or
said we will do,
particularly if this is
public knowledge.
Action
Bias
Proximity
Bias
Bandwagon
Effect
Commitment
Bias
Decisions based on
the things our friends/
colleagues are going
to do.

30. 30
Upskilling managers
to have empathy is
key in future of work
An empathetic leader is
someone who…
Can sense the needs and
emotions of those around them
Can express compassion Is trustworthy and
genuine
Makes space to talk
about things other than
task or work related
Can look beyond their own view
or perspective to understand the
experience of others
Listens with the
intent to understand
with an open mind
30

31. 31
People are not enabled or
encouraged to develop new
skills and behaviors
EMPLOYEES
must proactively
play a part
HUMAN
FAILURE
FACTORS

32. 32
Two-thirds of employees feel less
connected working from home.
– Microsoft
One-third (32%) worry that “out
of sight” means “out of mind”
when it comes to promotions.
– Microsoft
Nearly half (48%) feel that they need to
communicate more to demonstrate
their value, and 36% said that it is
harder for them to make an impact
when they are working remotely.
– Microsoft
67% of people say burnout has
worsened during the pandemic.
– Indeed
and there are real challenges…

33. 33
How do employees need to
act differently?
Building connections
How can they effectively build relationships and
collaborate in a hybrid environment?
Motivation and energy
How can they ensure they are creating healthy boundaries
to maintain energy?
Communication and visibility
How can they ensure they are getting credit for work if
they’re not there? How can they ensure visibility among
leaders and peers?
33

34. 34
In summary…

35. 35
Summary
FLEXIBILITY
Flexibility is a core principle
and a talent demand
100% VIRTUAL
100% virtual to
hybrid is a BIG change
THRIVE @ WORK
Enable employees to THRIVE
in the new model
BE HUMAN
Focus on trust, human
connection, and fairness

36. 36
Questions?

37. Thank you.
Malek El Refaie, Principal
melrefaie@daggerwinggroup.com
Michelle Mahony, Senior Principal
mmahony@daggerwinggroup.com