The fear of missing out is real and leaders must be intentional about including younger workers in projects and career development paths.

Special to the Star Tribune was written by Michael GrubICH and Marcella de la Torre.

June 14, 2022

The workplace is not the same as it was before. The hybrid model is likely to remain. Productivity tends to be stable or even increase when people are able to work remotely. Every human capital strategy has to have flexibility. The following risks need to be kept in mind by workplace leaders.

It is possible to include. As hybrid environments evolve, there seems to be more silo in organizations. Conflict, disagreements and challenging relationships are what many people struggle with. When there are limited face-to-face interactions, those situations can take longer to resolve.

Virtual interaction is not the same as in-person. People need to be very disciplined to avoid ignoring those who are not in the room. There is a commitment to include everyone, regardless of location. Even if they aren’t in the room where the decision is made, leaders and their staff must still include others.

A diverse talent pool. A core element of any human capital strategy is the diversity of talent. Organizational spend time assessing and evaluating emerging talent to form succession plans. Visibility, networks and relationships are important to understand the capability and capacity of people.

This time, leaders will have to be intentional so they don’t miss talented workers even when they are not present. Succession planning, development, compensation and promotions are some of the big concerns for many remote workers. According to a recent survey by BambooHR, remote workers lost an average of $9,800 in delayed or denied promotions as a result of workplace changes.

Virtual presence doesn’t have the same impact as in-person presence

A casualty of a conversation. Humans are complex and amazing. Building and maintaining relationships is the foundation of trust in any team so we must acknowledge that interacting directly with colleagues is essential. Sharing ideas before a meeting starts is not allowed in a virtual waiting room. From the break room to the board room, these exchanges take place. Casual conversations need to become more intentional as they are becoming more random and infrequent.

There is fear of missing out. Many clients are concerned about missing out on camaraderie when working in a hybrid model. Professional development thrives in the workplace in tandem with personal growth, according to a survey conducted by Gensler. Less than half of workers have participated in mentorship and coaching during the Pandemic. Today’s junior staff members are tomorrow’s leaders, but this group is particularly affected by the decrease in engagement with more senior colleagues Younger generations feel less productive at home, less connected and less satisfied with the work-from- home experience. The fear of missing out on relationships, involvement in important projects, promotions and development opportunities seems to be driving a greater desire to return to the workplace for some workers.

The fear of missing out is a reality. It’s important that organizations include everyone, whether they are in the office or working from home.

A space where everyone is in the room where it happens is what organizations need to create.

The LAK Group is headed by Michael Grubich. There are courses at the University of St. Thomas Opus College of Business.