Distributed by design & hybrid work: A Q&A with Natalie Archibald

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There has been battle in the HR world with return-to-office policies and the continuation of hybrid/remote work. Which way is better? Is more flexibility better for the company, or is it the opposite?

Natalie Archibald takes a different approach. The VP of People at Clio’s suggests a new approach called “distributed by design” which allows employees to choose where and how they work.

When it comes to hybrid work, organizations still find employees asking for flexibility in where, when and how they work. How can organizations provide this while still focusing on improving business outcomes in 2023?

Believe it or not, many organizations still fall into the mindset that flexibility and business outcomes are mutually exclusive, a misconception that can lead businesses to regress. But the reality is that the more engaged an employee is, the better the business outcomes they produce will be. And if employees are asking for more flexibility, that’s a cue that a barrier within your organization needs to be addressed.

Related: Work from home poses challenges, but benefits are still greater

Now is the time for organizations to shift away from the mindset that “flexibility negatively impacts business operations” and to one that suggests that more flexibility may improve engagement. According to Slack’s Future Forum, 80% of knowledge workers want flexibility in where they work, and 94% want flexibility in when they work. The bottom line is employee-centric policies are business-centric, too, and have the ability to either catapult a business toward success or lead them to its downfall. When employees are engaged, they are more likely to do their best work – increasing productivity and innovation, while minimizing burnout.

Tell me more about Clio’s “distributed by design” approach to hybrid work. How have you adapted it over the years, especially after the COVID-19 pandemic hit, and how can other organizations implement it successfully?

Distributed by Design (DxD) has seen many phases with changing external circumstances (health regulations, hiring trends, etc.) We’re now in a place where we can be more deliberate with our programming and further develop our workspaces to suit the needs of our growing workforce. We have implemented several key strategies to successfully adapt our flexible work model aligned to workplace design and employee feedback. Distributed by Design ensures we are prioritizing employee health and safety and also implementing the principles of flexibility, engagement, and trust.

Clio is entering the third year of our Distributed by Design work model, which currently offers choice to employees to choose their work setting –– remote, in-person, or hybrid. We’ve also begun work to evolve our in-office experiences to optimize for the time employees are coming into one of our hub offices.

We have made a concerted effort to prioritize clear communication and collaboration, whether our employees are working in the office or remotely. Our DxD model employs a virtual-first approach for communications within the company, ensuring information inclusivity. Every employee has access to information in real-time, regardless of their work location. We have invested in technology and resources that allow our remote workers to be just as productive as their in-office counterparts. Part of that is providing regular check-ins and adopting an in-the-moment feedback style. Our employee feedback shows our ongoing feedback mechanism has been a powerful management tool that supports an effective opportunity to collaborate and be empowered.

Read more: Employees lose leverage in push for remote work

Clio’s leadership recognizes that it’s not a one-size-fits-all approach. We have fostered a culture that values work-life balance and enables employees to make choices for their success. Our virtual and in-person team-building activities nurture a sense of community. We have a full Workplace Experience team to ensure this approach continues to run smoothly and effectively.

Overall, the key lesson for other organizations looking to adopt a flexible work model is to prioritize the needs and wellbeing of their employees. By offering a supportive and inclusive work environment, companies can reap the benefits of increased job satisfaction, productivity, and talent retention. At Clio, we believe we are building a better and more successful company by putting our employees first.

It’s worth noting that these changes can be time and cost-intensive but are worth it, in the long run, to ensure employees are engaged, connected, and productive.

How can companies better manage distributed teams without compromising collaboration?

There are several ways that companies can better manage distributed teams without compromising effective collaboration, including:

• Communicate clear metrics. More often than not, many companies look at the amount of time employees spend in their seats, rather than the impact they have on the business – a practice that won’t get organizations very far. Instead, one of the best distributed workforce management tools –– that doesn’t require any additional technology –– is communicating clearly about what impact looks like. Without clear communication of metrics, organizations will end up measuring busyness, warping the overall business goals and employee engagement.
• Create a gravitational pull toward connection. A distributed team often runs into the problem of creating greater connections – whether they be work-related or personal. One easy way to alleviate this challenge is by organizing in-person, virtual or hybrid events that encourage team members to spend intentional time connecting with those interested in participating.
• Ask yourself, “Who is missing from the conversation?” Although a simple question, this strategy requires a level of self-awareness and emotional intelligence from managers. If you’re meeting in person or virtually, consider if the conversation needs to continue with the inclusion of other team members. And if the conversation happens naturally without them, make it a point to follow up and pass along the information to the missing party. Emotional intelligence or ‘EQ’ is just as important –– if not more important –– as IQ when leading distributed teams.

Hybrid work can cause some friction: employees in the office want more life balance, while remote employees want more interaction. How can organizations balance this need?

When it comes to balancing the needs of hybrid and remote employees, it’s important to keep in mind that there is not a one-size-fits-all approach –– and this recognition is the first step toward creating a truly employee-centric culture. This culture enables employees to share ideas, creativity, free-flowing innovation and feedback from top to bottom, while allowing leaders to gain more, cohesive exposure to the mindset of their employees.

On top of all the strategies mentioned above, leaders can begin to navigate this balance by increasing their awareness, acceptance of new ideas and most importantly, listening. The pandemic, despite its challenges, shined a light on the most critical aspect of business – we are all human and want to be appreciated, heard and have a sense of belonging.