If there is one thing the COVID-19 pandemic has shown us is that there are two highly accelerated emerging business trends. First and foremost, there is the continuous rise of hybrid working at the workplace. While this move had been slowly but surely gaining traction, the coronavirus has given it an unprecedented boost. Today, the world is rapidly shifting to a hybrid model. One where fixed work, i.e. full-time on location at the workstation or simply full-time but working remotely, is no longer the norm. It has now changed to a comparatively more fluid model. A model that essentially comprises a unique blend and mix of frontline, office-based, and even remote workers.

The other highly accelerated business trend is the realization that corporations should work harder not just for the shareholders and customers but also for their workforce employees. In this case, the focus is more on building a certain level of trust while simultaneously focusing on keynote workplace culture. Let us check out a few ways of building such a culture in a corporate workplace:

1. Get your employees to share the core values of being interconnected

It is the responsibility of the executives to incorporate such a culture in the hybrid workplace. They should invest more time in training the staff members on the seminal importance of creating the ideal corporate culture. The more active they are, the more they will engage their staff members and teammates. This way, the employees will see that they are also part of the same team, regardless of the geographic size and reach of the team. Once that happens, you will automatically see that your profits have risen a lot while employee turnover rates have registered a steep decline. Since everyone will feel the same team spirit, morale will always be high on the same hybrid team.

2. Get everyone on board

Organizational culture effectively affects just about all of the stakeholders in the organization. This is why you must never put all of the responsibility of creating such a culture on the CEO and the board of directors. It is not their job to take care of team spirit. Yes, they can give certain directions, but that is just about it. The rest of the effort has to come from not just the ranks of the senior management and leadership but also the rank and file since just about everyone has a key role to play here because all organizations, big and small, are the sum of their parts.

3. Empower all of the early adopters as soon as you can

Some executives, not to mention staff members and subordinates, will always get it much quicker than others will. In this case, they will be quite excited about the overall possibilities, and they would also want to affect certain changes, if not straight away, then as soon as they possibly can. Here, it is the responsibility of the senior leadership to encourage them. Since they are the harbingers of change, it is your responsibility to enable them to build a certain momentum and thereby help to speed up the overall process as much as possible.

4. Assign certain areas of core expertise

The senior management should always aim to support and empower certain senior team members to try to play to their core skills, talents, and strengths. In this case, you should actively encourage them to try and take the lead on the core topics that also matter to them. If they are passionate about the changes required to build a hybrid culture, they will follow them.

5. Coworking spaces

You might also consider coworking spaces and see how they are seamlessly integrated into various hybrid work models. For instance, several coworking spaces in New York have been specifically created for this very purpose.

Conclusion

Building a corporate culture in a hybrid-working environment is the need of the hour because more and more organizations are shifting to the hybrid workplace. As long as you allow the change leaders to take the lead and utilize coworking spaces, you are good to go.