With all the new work trends, there is a lot of confusion in the work space. Employees don't know if they should be in the office, work from home, or a hybrid of the two. Often, companies don't want to choose, so a hybrid approach seems to put everyone at ease. It is easier for employers to manage people in an office and it is easier for employees to work from home.

But how does this disconnected hybrid trend affect employees? It creates a dual workforce, which in turn creates two classes of employees: those who are in the office and those who are not. The challenges this setup creates are myriad, from company culture to inclusion issues to productivity. When you're in the middle, you're trying to be both, but you're not the best at either.

New research and surveys about telecommuting show how employees value the flexibility of working from home. There are many more positive benefits for both remote workers and employers. The decision to switch to a remote workforce should be obvious, but unfortunately, many still don't realize the benefits of this conversion.

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Problems with hybrid work environments

Partially remote offices constantly face challenges and difficulties when trying to work smoothly. Although more instructions are being suggested for hybrid work environments, they hinder productivity and create negative experiences for everyone.

For example, during company meetings with a mix of in-person and online employees, remote workers often find it difficult to express their contributions and be heard. They are often discussed, unseen or potentially ignored.

Hybrid work arrangements can also create scheduling issues, feelings of exclusion, and fewer opportunities to plan team-building activities, which degrade engagement. Eventually, trying to support workers at home and abroad just gets complicated.

Remote work vs. office work

If hybrid isn't the best option for your team, should you go office or remote?

Many leaders have long feared the downsides of remote work. First of all, new hires may miss out on the personal benefits of being around a peer and getting things done quickly. This just doesn't remotely work. It requires reinventing onboarding and creating a more defined process.

Another fear is the loss of company culture. Being in the office together creates social opportunities. A remote environment can focus more on upskilling and retraining employees.

Even with these problems, remote work is proving to be the most favorable option. Considerable time and money can be saved when people work remotely. The company may be able to save office space and employees do not spend time traveling.

Keeping rates generally increase with telecommuters because they prefer to work remotely. Human connection can be challenging, but integrating the right strategies prevents that outcome.

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Managing a remote work environment

As exciting as remote work is, it's not perfect. There they are elements to be considered remote workers. A successful remote culture requires deliberate planning. You need to recreate the office culture and replace personal interactions with other meaningful ways to communicate.

Here are five strategies for remote teams:

1. Keep regular one-on-one employees/supervisors: Employees want managers to take an interest in their careers and well-being, and these meetings help cultivate relationships.

2. Manage by objective, not by sight: We are used to physically seeing people working and hours translate into effort versus result. Now, a modern approach must manage results and performance with clear and achievable KPIs.

3. Hold lots of team meetings: It's harder for people to get to know each other virtually. No water cooler talk. So you have to be intentional about structuring the time for people to connect and optimize COOPERATION.

4. Encourage proactive development discussions: In the office, career trajectories are clear and career paths occur naturally. For remote work, consider a tour of duty, where you prepare someone for their next role (preferably within the company), fostering trust and transparency to reduce sudden resignations.

5. Prioritize access to information: Maintain a platform that facilitates communication and ensures fair and equitable access to information.

Combine these steps to create a good connection distant culture. Then, make sure everyone is aligned with the company's purpose and vision, a key component of a thriving virtual workforce.

Connected: How to build a thriving organizational culture in a remote workplace

Aligning remote teams by purpose

Create a culture where everyone is empowered to fulfill their potential by setting purpose, vision, objectives and goals. But what about purpose?

Connect each employee to the purpose of their career path, as well as to the purpose of their management team and peers. This creates better internal and external relationships, and employees are more likely to stay long-term.

Another way to connect employees is by creating clear expectations. Each person must clearly understand the company's values, short-term, medium-term and long-term goals and the remote work agreement.

Existing employees, new hires, and prospects will gain a fuller understanding of your culture and mission when you:

• Clearly identify and document essential processes.

• Create assessment systems and review them to ensure they are growing as they learn.

• Ensure new hires align with core principles and work styles.

Commit to constantly and actively seeking feedback from your teams. Always keep an open mind to keep evolving.

Remote work will replicate an office environment. But by embracing its strengths and reinventing the meaning of ea positive company culture it will help you engage and retain employees. Avoid the two classes of employees that create hybrid environments. Level the playing field with a completely remote team.

Don't sit in the middle. It's expensive and negatively affects your team.