4 Ways to Make Hybrid Work Better for Everyone | The Way We Work, a TED series

People keep talking

譯者: 麗玲 辛 審譯者: Helen Chang

人們一直在談論

about how remote work is part of the future of work.

遠距工作如何成為未來職場的一部分。

Well, I have news: that future is here.

跟大家報告，這個未來已經到來。

Remote and hybrid work are the new reality.

遠距和混合工作模式將是新的現實。

And now we have to figure out how to make them work for all of us.

現在我們必須找到方法 讓這些模式適用所有人。

[The Way We Work]

[職場之道]

In March 2020, when the COVID pandemic hit,

2020 年 3 月， 當 COVID 疫情來襲時，

remote work went into hyperspeed.

遠距工作進入了超高速狀態。

Work routines that were tied to commutes and buildings

原先固定的通勤、辦公室、

where people shared time and space went away.

與人們共享的時間和空間消失了。

Many people wondered

許多人納悶

what would become of teamwork, collaboration and productivity?

團隊合作、協作和生產力會如何改變？

They soon found that they could accomplish more at home

不過，人們很快發現 在家他們能完成更多工作，

and find the best work-life flexibility of their careers.

並在職涯中找到 工作與生活的最佳彈性。

Today, the verdict is in.

現在我們已得到定論。

Using surveys, polls and meta analyses,

通過問卷、民意調查和統合分析，

I found that over 70 percent of employees in most global surveys

我發現在多數全球調查中，

超過 70% 的員工希望未來繼續 採用實體和遠距工作的混合方式。

want a mix of in-person and remote formats moving forward.

This makes us multimodal workers.

這使我們成為多模式工作者。

What does this mean?

這是什麼意思？

It means we have to be awesome in person.

這意味著我們實體工作得要非常好，

We have to be awesome remotely.

遠距工作也要很棒，

And we have to be awesome when we’re in hybrid mode.

而且混合模式也必須表現出色。

While that might sound like a lot,

雖然這聽起來要求很多，

with some new thinking and new skills,

但若有一些新思維和新技能，

we can use the office as one of our many work tools.

我們就可以把辦公室 轉為眾多職場工具之一。

I've been doing research and advisory work on distributed work

二十多年來，我一直從事 分散式人力的研究和諮詢工作，

for over 20 years

and have spoken with over 300 companies around the world.

並與全球三百多家公司交流過。

Here are four things we know work well.

以下是四個我們知道行之有效的方法。

First, coordinate anchor days.

第一，協調定錨日。

When we go to the office,

當我們進辦公室時，

let's make sure we overlap with our colleagues and collaborators.

確保可以與同事、合作夥伴同時到場。

That’s why we call these “anchor” days.

這就是為什麼我們稱為「定錨」日。

Otherwise, we'll find ourselves in the office with no one around.

否則，我們會發現只有自己 在辦公室裡，沒有其他人。

No use in gathering at the water cooler if we're the only ones there.

如果我們是那裡唯一的人， 在飲水機前聚集也沒意義。

Second, plan spontaneity.

第二，計劃自發性。

In my work,

我在工作中

I've heard over and over again

一再聽到

that while people prize the flexibility of hybrid work,

人們雖然讚賞混合工作模式的彈性，

they long for informal and spontaneous interactions with their colleagues.

卻渴望與同事進行隨意、自發的互動。

This is a classic paradox,

這是個典型的矛盾，

but it's quite solvable through what we call structuring unstructured time.

但我們可以透過安排自由時間來解決。

One thing to try is to set aside the initial six to seven minutes

我們可以嘗試在一小時會議中 留最初的六到七分鐘，

of an hour-long meeting for informal chat about non-work matters,

進行與工作無關的日常閒聊，

just to talk or even complain.

只是交談，甚至抱怨。

You can also ask people the one word

還可以請同事用一個字 描述他們的狀況，

that describes how they're doing, verbally or in chat.

問答或聊天。

You can have informal contact by scheduling virtual

你可以進行隨意的交流，

or in-person lunches with your colleagues,

安排與同事虛擬或實體的午餐、

breaks for coffee, tea or a snack,

喝茶或咖啡、吃零食的休息時間，

and even happy hour trivia challenge.

甚至是歡樂時光趣味挑戰。

If you're a leader,

如果你是主管，

you should demonstrate the value of informal talk

你應該親自發起非正式交流 來展現非正式互動的價值。

by initiating it yourself.

Third, use the right tools to communicate.

第三，使用正確的工具進行溝通。

The key here is to match our digital tools with our communication objectives,

這裡的關鍵是將數位工具 與我們的溝通目標相匹配，

which means we have to mix it up.

這意味著我們必須混合使用。

If we have to solve a really complicated problem,

倘若必須解決非常複雜的問題，

the best digital tool to use is one that allows real-time discussion.

最好用的數位工具是可以即時討論的。

If we need to process complex information,

若要處理複雜的資訊，

sending an email might be the best option,

發送電子郵件可能是最好的選擇，

giving people time to review and absorb the content.

讓人們有時間查看和吸收內容。

Video can be great

如需要在交流中顯露情感信號， 視訊就很好用。

when we need our communication to include emotional cues.

It helps to see someone’s face when discussing tricky topics.

討論棘手的話題時， 看到人的臉會很有幫助，

It also increases immediacy and intimacy. But it can be exhausting.

也增加即時性和親密感，

卻可能會讓人覺得疲憊。

Many people reporting tech exhaustion, but it doesn't have to be that way.

許多人抱怨科技耗竭，但不必如此。

We need to know when to take a break.

我們需要知道何時應該休息。

For one-on-ones,

至於一對一，

try audio and keep the cameras off.

試著只用語音，關閉鏡頭。

This last takeaway is for management, but it affects all of us.

最後一點針對管理階層， 但會影響到所有人：

Commit to the new culture.

致力於新文化。

Top leaders have to avoid sending mixed messages.

最高領導人必須避免發出衝突的訊息。

Too many are saying they're all for hybrid

太多的人說他們支持混合模式，

while signaling that they prefer everyone to be in the office

但又顯現希望每個人待在辦公室，

or saying, "This conversation is so important,

或者他們會說，「這次談話非常重要，

we should have it in person."

我們應該實體進行。」

Leaders need to make sure that their words, actions and attitudes

主管們需要確保他們的言行和態度

are aligned with the hybrid arrangements that they've chosen.

與選定的混合工作模式保持一致。

Consistency between hybrid policies and attitudes

混合政策和態度之間的一致性是

is the only way to build an inclusive hybrid culture for everyone.

為每個人建立包容性 混合模式文化的唯一途徑。