They have a degree of autonomy on the job and have strong social bonds at work. They work for organizations described as agile, intelligent, and digitally mature, with supportive leadership. The future of work: A hybrid work model. Keep in mind, too, that there is a spectrum of work models that utilities can look at as they think about their approach to the workforce.
These range from fully onsite to fully remote, with variations including company-driven set schedules, worker-driven set schedules and ad-hoc arrangements.
In developing these models, utilities need to consider a range of factors such as operational continuity, workplace safety, ways of working, digital collaboration, hiring and retention and workplace culture.
Balance is critical. Utilities can do much more to make their employees happy and productive in remote, onsite or hybrid environments. Some initial key steps:.
Utilities can develop strategies to ensure workers are net better off as they transition to new workspaces, teams and roles. Utilities should respond to the needs of all types of employees to foster trust and confidence. Leadership at all levels needs to ensure workers are net better off.
This calls for a fast-fail culture of ongoing experimentation and improvement. Overcoming barriers to a hybrid workforce. While a hybrid workforce may be happier and more productive, getting there presents challenges for utilities. Similarly, remote workers run the risk of missing opportunities for career progression, information and development. There may be issues for new entrants into the workforce, who need to build networks and interpersonal relationships.
On a more technical level, companies are addressing issues such as tax and insurance risks, cybersecurity concerns and the infrastructure needed for remote work.
It is also important to consider the challenges for the workers supported by the hybrid workforce, such as line workers and plant employees. Include them as leaders in the design and implement new work models. Their psychological and physical safety is of utmost importance to utility operations. There is no template that works for every organization. And what works now may not work next year, so flexibility is essential. Leadership developing a vision for the workforce is essential—incorporating employee input and feedback—and then securing alignment and buy-in throughout the enterprise.
That is the key first step on a course to a hybrid workforce that gets the most out of human potential. Contact me to learn more about developing new work models for a utilities hybrid workforce. CEWD is a non-profit consortium of electric, natural gas, nuclear, and renewable energy companies and their associations. Valid Entry.
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