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Hybrid Working

Supporting our ways of working

The intention of this page is to support you in applying consistent logic to hybrid working that balances organisational need, local need and individual choice in line with our ways of working. The package includes guidance, self-directed support and development opportunities.

Guidance

What is our new approach to ways of working at the University?

When we talk about ‘ways of working’, we’re referring to the common understanding and principles which shape our working practice and our new ways of working website explains the approach in detail.

On the website you will find guidance and support to determine the most effective ways of working for your area, in line with our agreed University approach. We recognise that one size does not fit all and so this guidance has been developed to provide best practice advice which you can apply to your School/Service.

Hints and Tips;

We have produced some useful hints and tips to support you as and when specific issues or topics might arise.

As a starting point, read about where to start when thinking about managing remote working (PDF).

Having undertaken a number of surgeries with managers on the topic of remote working some key tips emerged from the managers themselves. One good starting point could be the managing remote working guidance (Opens in Sway), produced by OD&PL.

Our working from home tips (PDF) - This guidance provides a number of tips, some of which might suit you and your team, some of which might not. These should be viewed as a pic-an-mix selection of tips around the themes of working with purpose, being adaptable, being efficient, and having a focus on wellbeing.

Holding a crucial conversation (PDF) - Not all conversations are crucial, and not all crucial conversations are difficult. However, in terms of hybrid working, there are myriad reasons why someone might want to, or not want to, work in a hybrid manner, and therefore a crucial conversation may be required. A useful model to use might be the STATE Model.

Hybrid team development (PDF) - When thinking about teams it is important to start with the recognition that your teams needs will be varied. As a leader it is your role to manage these varied circumstances to ensure you treat everyone fairly. In a hybrid context this is particularly pertinent around proximity bias.

Hybrid and dialogical meetings (PDF) - This document offers some recognised good practice approaches to hybrid meetings to get the best out of them, and to minimise proximity bias.

Questioning techniques (PDF) - Garbage in, garbage out, is a popular truth. If you ask the wrong question, you'll probably get the wrong answer, or at least not quite what you're hoping for. Asking the right question is at the heart of effective communication and coaching. So here we offer some common questioning techniques. By consciously applying the appropriate questioning, you can gain the information, responses and outcome that you want more effectively.

Action learning and exploratory questioning (PDF) - Action Learning is a practical hands-on group-coaching methodology focused on real ‘live’ current issues. It is exploratory and NOT about advice giving. It is about deep listening, listening to ask the appropriate questions. This is a form of dialogical communication that is useful for peer-to-peer learning and enquiry based meetings.

Influencing positively around hybrid working (PDF) - Influencing is when we help someone change their thinking and behaviour with the intention of achieving a mutually beneficial, positive outcome. We may change our own thinking and behaviour as a result of having a better understanding of their need. At the end of our interaction, we both feel an inclusive and collaborative approach has contributed to this beneficial outcome in line with the Universities values. There is no hidden agenda!

Collaboration and hybrid working (PDF) - To make collaboration work there needs to be a humbleness and a level of trust that all parties will approach the situation with the same desire for the ‘best option’, to get the best outcome. It is important therefore we build trust on the one hand, and our own humbleness on the other. These are things that can (and should) be done remotely, in a hybrid context, and in face-to-face situations.

When leading change (PDF) - Not all change is difficult. Indeed most change is transitional over time and goes unnoticed. But when change is intentional and often time-sensitive there is a need to lead and direct the change to get the desired impact. As we progress towards a hybrid model of working, this can be seen as a challenge for some, while others will relish it. There is unlikely to be any ‘one’ reaction, and no one-size-fits-all, so it is worth bearing in mind some key change models and the University's People and Change Approach to help you lead your team through this change period.

Understanding your own and others personalities and behaviours PDF) - There are numerous psychometric tools. But any psychometrics is only a snapshot of how you are presenting yourself right now. This does not fix you to being a specific way forever. It does however show what your ‘default’ behaviours are ‘likely’ to be at the time of completing the assessment. The use of psychometrics can help you understand yourself and your team, and help you enhance your communication within your teams and with others, especially as you navigate hybrid working.

7 ways leaders can develop their hybrid skills (PDF) - This is a useful article from People Management which emphasises that while hybrid working is here to stay, managers must get to grips with a hybrid style of leadership to ensure their teams are productive and as effective as possible. This entails the power to connect, listening, communication, mindset, context, learning and the environment.

Self-Directed Support

Browse the following resources to support you and your team to get the best out of remote / hybrid working, such as:

University resources

Additional resources

See our extensive LinkedIn Learning collection around remote working, and managing virtual teams, as well as;

In addition, these LinkedIn Learning collections focus on digital transformation:

Browse our growing collection of digital wellbeing resources on Wakelet.

Colleagues can also access a range of webinars from Pearn Kandola, a leading business psychology organisation specialising in equality, diversity and inclusion.

And see virtual team-building games PDF by Michelle Cummings

Useful links from the University of Manchester as part of the UHR Annual Conference 2022;