What working model will your company adopt post-pandemic? With the gradual reopening of the economy on the horizon, it’s a question occupying virtual boardrooms across the globe. At FYXER, we’ve experimented with multiple hybrid working models since 2015: from predominantly office-based to fully-remote. Each model has challenged our assumptions and disproven some previously-held beliefs, ultimately leading to a model that works best for our culture.
Working from anywhere has always been FYXER’s long-term plan. As a company that delivers remote executive support, remote working was not only ingrained in our culture from the outset, but from a business perspective it would enable us to attract exceptional and diverse talent that was not London-centric.
However, back in 2015, the idea of working from anywhere was in its infancy with apps like Zoom and Slack far from household names. We therefore started off with four days in the office, one day at home. As the company grew, we moved to various hybrid models, such as setting a minimum number of office days per week (and giving staff the choice when to come in) as well as different teams working from the office on varying days. We eventually moved to one company day per week in a coworking space, but even this ‘remote-leaning’ hybrid model did not give us the full benefits of remote working (e.g. we were still limited to hiring those within a reasonable commute of London).
After consultation with the whole FYXER team on working preferences, company processes and future direction, we finally moved fully-remote in August 2019. While our journey is not over, given the current interest in hybrid models, we wanted to share the lessons we’ve learned along the way.
Face-to-face time with colleagues, building relationships and sharing stories is a bigger draw than coffee machines, ergonomic chairs and desktop monitors. Pre-pandemic, our staff enjoyed the social aspects of an office, but not the office itself with even once-weekly commutes associated with increased costs (travel fares and care cover), a worse work-life balance and, surprisingly, lower productivity due to the noise and frequent distractions. When given the choice of working from anywhere (not the enforced working from home (WFH) we’re experiencing now), most preferred not commuting to the office.
Flexible working can advantage some employees over others. For example, employees that live close to the office and do not have care duties can come to the office more often, benefiting from increased exposure to managers and better information access. Any perception of bias or unfair opportunities can adversely impact company culture and cohesion, but these can be easily avoided if everyone has the same working model. In other words, we found everyone got the same access to information and opportunities when working fully-remote.
Asking colleagues to work from the office on various days of the week is administratively time-consuming and leads to inefficiencies. Whether it’s communicating updated company protocols, hosting meetings or delivering company-wide announcements, a split office system either results in managers repeating themselves or one group benefiting from information over another (see above). We found that setting up comms platforms and processes that work remotely (and training all staff how to use them) was crucial for any model that involved some staff working out of the office.
Moving to one weekly office day, we initially provided budgets for teams to come together at coworking spaces to connect, meet and socialise while also hosting monthly socials. However, employees noted that monthly engagement was too frequent and they were just as engaged without organised social activities when given the ability to work from anywhere. Meanwhile, we also assumed that employees and clients would value face-to-face meetings once per month, but carrying out qualitative surveys and feedback found that both employees and clients didn’t feel regular face-to-face interaction was necessary. In short, always check assumptions and make data-led decisions.
Overall, our journey has shown us that there is no one size fits all model. For FYXER, the diversity, talent access and productivity benefits of remote working far outweighs the loss of face-to-face connection with colleagues and clients, but that doesn’t mean working from anywhere is right for every company. However, all companies considering a hybrid model should adopt a remote-first mentality. To boost employee satisfaction and business efficiency, remote working should be front of mind when considering new processes, operations and communications channels. In other words, remote working capabilities should be the default method not the afterthought.
For advice on how to set up a hybrid working model that suits your culture, do get in touch with me directly archie@fyxer.com or via LinkedIn
A huge thank you to our COO Louise Ware for leading the journey, challenging us to ask why and showing us what is possible.
“It feels as if I’m getting 15-20 hours of my personal time back, giving me back my sanity. Do I feel less stressed? Yes, one million percent.”
After an initial discovery call, we will put forward a proposal and ask for you to give us the go-ahead. Once the contract is signed we can deploy your bespoke team of Fyxers within 24-72 hours.
After our discovery call we create a team from our pool of talent that is matched to your particular needs. One advantage of working with FYXER is that you gain a team with multiple skill sets, experiences and capacities, working across different time zones.
In your kick-off call with your Account Director and lead Fyxer we will discuss current priorities and urgent tasks, also confirming the style of communication and working that best suits you. Once we are set up on your systems your Fyxers will start owning tasks on day 1.
You will have a dedicated Fyxer who leads the day to day delivery of work for you, supported by a team of Fyxers, matched to your specific needs. Our account management team will be your main point of contact and trusted advisors at every stage of working with FYXER.
Because you will have a team supporting you, it means when your AD or any Fyxers are away, there is always someone that is familiar with your needs and the specific support you receive from FYXER. This ensures you receive a consistent level of service.
We create a communication and management structure tailored to what works best for you. You will have regular and open communication channels to confirm tasks and priorities with your Fyxers, this usually involves a combination of Slack, email and calls alongside more structured weekly stand ups. Each month you have a monthly meeting with your Account Director to cover strategic priorities, feedback and any new projects or areas you need help with. Once onboarding is complete, your Fyxers use your systems so will be executing tasks and owning workstreams in the background whilst you get on with the important stuff.
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We do meet clients in person regularly, however we pride ourselves on our ability to work remotely and the majority of our relationship will be remote.
We have working hubs in cities including New York, San Francisco, London, Manchester, Cape Town and Doha and local partners who can deliver in person tasks in other major cities across the world.
Our support extends across executive, business and personal tasks. Read more on our services page. However, if you need help beyond our regular services you can discuss this with your Account Director and we will create a bespoke solution.
